In the twenty-first-century landscape, firms must compete in a complex and challenging context that is being transformed by many factors, from globalization, technological development, and increasingly rapid diffusion of new technology, to the development and use of knowledge (Hitt, Keats, & DeMarie, 1998). This new landscape requires firms to do things differently in order to survive and prosp...

An organization's long term success depends on its ability to exploit its current capabilities while simultaneously exploring fundamentally new competencies in a dynamic environment. Research has revealed that most successful enterprises are adept at refining their current offerings, but they falter when it comes to pioneering radically new products and services. This calls for organizations to...

As the industry grows, its burgeoning thirst for water and energy has brought it into direct competition with local communities. In order to reconcile with these external stakeholders and create a more sustainable growth model, companies are beginning to invest in infrastructure and build local capacity for environmental management. Th e challenge, however, lies in the ability of industry to le...

By reflecting on the polymorphous aspects of firms’ strategic responses to environmental dynamics, we differentiate two distinctive types of agility, namely, entrepreneurial agility (anticipating and proactive) and adaptive agility (sensing and reactive). In this light, we investigate how and why firms’ IT and operational capabilities can enable these two types of agility, thereby leading to su...

Executive Overview Achieving competitive success through people involves fundamentally altering how we think about the workforce and the employment relationship. It means achieving success by working with people, not by replacing them or limiting the scope of their activities. It entails seeing the workforce as a source of strategic advantage, not just as a cost to be minimized or avoided. Firm...

We deepen and extend resource-level theorizing about sustainable competitive advantage by developing a formal model of resource development in competitive markets. Our model incorporates three important barriers to imitation: time compression diseconomies, causal ambiguity and the magnitude of ...xed investments. Time compression diseconomies are derived from a micro-model of resource developme...