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- catalog abstract ""The book is divided into five parts. Part I is concerned with what is meant by corporate success and corporate failure, and it presents a clear objective for the firm--adding value. A firm adds value through the distinctive character of the relationships it establishes with its stakeholders--its employees, customers, shareholders, and suppliers. These relationships and the variety of forms they take are the subject of Part II. This unique set of relationships gives the successful firm a distinctive capability, something it can do that its potential competitors cannot. Part III is concerned with the forms that such distinctive capabilities might take. A distinctive capability becomes a competitive advantage only when it is applied to an appropriate market. The matching of markets to capabilities is the primary subject of Part IV. A distinctive capability becomes a true competitive advantage only when it can be sustained over time and appropriated for the benefit of the company that enjoys it and its principal stakeholders. In Part V, I sum up the lessons for both business and public policy of an approach based on maximizing the value of distinctive capabilities."--Pref.".
- catalog contributor b8669968.
- catalog contributor b8669969.
- catalog created "1995.".
- catalog date "1995".
- catalog date "1995.".
- catalog dateCopyrighted "1995.".
- catalog description ""The book is divided into five parts. Part I is concerned with what is meant by corporate success and corporate failure, and it presents a clear objective for the firm--adding value. A firm adds value through the distinctive character of the relationships it establishes with its stakeholders--its employees, customers, shareholders, and suppliers. These relationships and the variety of forms they take are the subject of Part II. This unique set of relationships gives the successful firm a distinctive capability, something it can do that its potential competitors cannot. Part III is concerned with the forms that such distinctive capabilities might take. A distinctive capability becomes a competitive advantage only when it is applied to an appropriate market. The matching of markets to capabilities is the primary subject of Part IV. A distinctive capability becomes a true competitive advantage only when it can be sustained over time and appropriated for the benefit of the company that enjoys it and its principal stakeholders. In Part V, I sum up the lessons for both business and public policy of an approach based on maximizing the value of distinctive capabilities."--Pref.".
- catalog description "1. Corporate Success and Corporate Failure -- 2. Adding Value -- 3. Cooperation and Coordination -- 4. Relationships and Contracts -- 5. Architecture -- 6. Reputation -- 7. Innovation -- 8. Strategic Assets -- 9. Markets -- 10. Mergers -- 11. Sustainability -- 12. Appropriability -- 13. The Value of Competitive Advantage -- 14. Strategies for Corporate Success -- 15. Why National Economies Succeed -- 16. Conclusions.".
- catalog description "Includes bibliographical references (p. [283]-299) and index.".
- catalog extent "x, 315 p. :".
- catalog identifier "0195087674".
- catalog issued "1995".
- catalog issued "1995.".
- catalog language "eng".
- catalog publisher "New York : Oxford University Press,".
- catalog subject "658 20".
- catalog subject "Competition.".
- catalog subject "Corporations.".
- catalog subject "HD2731 .K39 1995".
- catalog subject "Industrial management.".
- catalog subject "Success in business.".
- catalog tableOfContents "1. Corporate Success and Corporate Failure -- 2. Adding Value -- 3. Cooperation and Coordination -- 4. Relationships and Contracts -- 5. Architecture -- 6. Reputation -- 7. Innovation -- 8. Strategic Assets -- 9. Markets -- 10. Mergers -- 11. Sustainability -- 12. Appropriability -- 13. The Value of Competitive Advantage -- 14. Strategies for Corporate Success -- 15. Why National Economies Succeed -- 16. Conclusions.".
- catalog title "Why firms succeed / John Kay.".
- catalog type "text".