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Search: subject:"non-substitutable"
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inimitable
2
non-substitutable
2
rare
2
1936). Even though outcomes may be viewed negatively by another group of stakeholders
1
1961). Merton (1936: 901) argues that unintended consequences generally arise from three sources: ignorance
1
1974
1
1984)
1
1990) is seen as a crucial strategic competence for enabling knowledge resources to yield competitive and performance benefits for an organization (Lane & Lubatkin
1
1991
1
1991). The knowledge-based view of the firm underscores the strategic importance of knowledge as a valuable intangible resource that often meets these criteria (Grant
1
1992). Despite recognition of the pervasive power that organizations
1
1993)
1
1996). A firm’s absorptive capacity (defined as it ability to acquire
1
1996). Organizations shift the structure of society through their influences on social life and occupational patterns. They shape the physical landscape through decisions that effect societal patterns from urbanization to immigration to transportation to agriculture. Corporate choices regarding labor
1
1996). When an action is purposefully set in motion
1
1998
1
2002). Indigenous knowledge
1
2006: 203). Because indigenous knowledge is created by the iterative interactions and relationships across a community over time as it blends culture
1
Global Ethics
1
Global Ethics As many have observed
1
Indigenous Knowledge
1
Perrow
1
Resource-based View
1
Spender
1
Stern & Barley
1
Zahra & George
1
agricultural products
1
an overly narrow or parochial perspective
1
and biological realities that are typically considered outside the relevant frame of reference for most corporate decision makers. The resource-based view (RBV) of the firm argues that strategies designed around resources that are valuable
1
and competitive advantage. This is followed by a more detailed examination of three of these illustrative cases using an ethical lens to articulate the societal consequences of these applications of indigenous knowledge. Our analysis suggests that adverse societal consequences
1
and difficult to undo. Unintended negative consequences parallel acknowledged costs in terms of their adverse impact
1
and economically advantaged firms to indigenous knowledge acquisition and commercialization are anticipated but potentially miscalculated
1
and livestock has been found to be a valuable
1
and lock-in (Waldrop
1
and non-substitutable resource for products in great demand in markets that are more commercially developed than the source economies. Appetite suppressants
1
and pharmaceutical products are important examples. The dilemma arises in terms of the ways in which these resources are acquired and exploited. Observations of various commercial applications of indigenous knowledge suggest that strategic choices have been made that violate the ‘respect for persons’ principle and as a consequence create discord between a firm’s identity and its actions and set in motion adverse consequences that undermine societal well-being. It is not clear whether the societal consequences of applying the absorptive capacity and related strategic capabilities of large
1
and readily exploited by a firm are a foundation for building competitive advantage (Barney
1
and related resources and factors of production influence and constrain many facet of life in a global society. Organizations sway political activities through their direct influence on standards of living around the world
1
and societal needs
1
and through policies regarding preference or discrimination. Firms influence interactions across networks of activity from healthcare to agriculture to education to state sovereignty
1
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English
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Kuah, Teng Hock
1
Lengnick-Hall, Cynthia A.
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College of Business, University of Texas-San Antonio
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University of Newcastle. Faculty of Business and Law, Newcastle Graduate School of Business
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A resource-based view analysis of the assembly and packaging segment of the semiconductor industry
Kuah, Teng Hock
-
2011
imitable and
non-substitutable
(VRIN) resources and capabilities to achieve sustainable competitive advantage (SCA). The …
Persistent link: https://www.econbiz.de/10009480739
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2
INDIGENOUS KNOWLEDGE AS A STRATEGIC RESOURCE: AN ETHICAL AND SOCIETAL CHALLENGE
Lengnick-Hall, Cynthia A.
-
College of Business, University of Texas-San Antonio
strategic resource offering rare, inimitable,
non-substitutable
and effectively commercialized insights for new agricultural …
Persistent link: https://www.econbiz.de/10008631607
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