the question that most of management, organization and strategy scholars would like to find some answer for it is: “why some firms outperform the others?” in various time periods, scholars have considered to different factors for answering that question. some scholars in industry structure view (porter, 1985), had highlighted the environmental and out of organization factors and industry type i...

introduction: to cope with novel changes, organizations must think beyond environmental compatibility and seek to take advantage of potential opportunities. a paradigm for this is the enhancement of organizational flexibility, speed, quality, and agility. human resources are the most important tool for enhancement of organizational agility and the most valuable asset of each organization and co...

Using data on firm entries into the U.S. market for four product categories, we examine: (1) complementary impact of marketing and R&D capabilities firms’ entry strategies, (i.e., timing, innovativeness, line breadth); (2) extent that timing mediates relationship between marketing-R&D capability complementarity, breadth innovativeness; and, (3) effects three strategies survival in categories. W...

With rapid changes in the business environment, organizations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. As much as, people are viewed among the most important resources to firms, HR strategy would be central to achieve competitive advantages .Firms should view HR strategy as an important tool for integrating competencies insi...