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Organizational capabilities and comp...

King, Steven.

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Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use./
Author:	King, Steven.
Description:	313 p.
Notes:	Adviser: Barry Sheckley.
Contained By:	Dissertation Abstracts International60-04A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9926256
ISBN:	059926019X

Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use.
King, Steven.

Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use. - 313 p.

Adviser: Barry Sheckley.

Thesis (Ph.D.)--The University of Connecticut, 1999.

Evidence of the seriousness of America's competitive weaknesses in the manufacturing sector is abundant. Senior managers play a central role in developing a strategy which guides individual learning and ensures the achievement of competitive advantage. This research investigated senior managers' perceptions of four propositions related to how a company develops competitive advantage.

ISBN: 059926019XSubjects--Topical Terms:

626628
Business Administration, Management.

Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use.
LDR:03372nam 2200313 a 45 001 936792
005 20110510
008 110510s1999 eng d
020 $a 059926019X
035 $a (UnM)AAI9926256
035 $a AAI9926256
040 $a UnM $c UnM
100 1 $a King, Steven. $3 1260625
245 1 0 $a Organizational capabilities and competitive advantage: Senior managers' perceptions of past use, past payoff, and future use.
300 $a 313 p.
500 $a Adviser: Barry Sheckley.
500 $a Source: Dissertation Abstracts International, Volume: 60-04, Section: A, page: 1222.
502 $a Thesis (Ph.D.)--The University of Connecticut, 1999.
520 $a Evidence of the seriousness of America's competitive weaknesses in the manufacturing sector is abundant. Senior managers play a central role in developing a strategy which guides individual learning and ensures the achievement of competitive advantage. This research investigated senior managers' perceptions of four propositions related to how a company develops competitive advantage.
520 $a Organizational learning theory (DiBella & Nevis, 1997) and the resource-based theory of competitive advantage (Barney, 1995) provided the theoretical framework for the study, and were used to explain variations in the dependent variables: (a) past use, (b) past payoff, and (c) planned future use of four organizational capabilities (i.e., strategic management, systems and technologies, innovation, and collaborative alliances).
520 $a Data were collected from senior managers (<italic>n</italic> = 57) in New England manufacturing companies. Analysis of variance (ANOVA) and post hoc tests were used to determine the extent of differences among senior managers' past use, past payoff, and planned future use scores. Paired samples <italic> t</italic>-tests were used to determine if there were differences between senior managers' past use and planned future use scores.
520 $a Systems and technologies were most favored, collaborative alliances least favored, with significant differences between senior managers' past use and planned future use for all four organizational capabilities. There was a wide range of opinion among the senior managers, and they did not perceive individual knowledge related to the four organizational capabilities to be a major component of their strategy in terms of competitive advantage. These findings are not consistent with the views espoused in the literature, and failed to support the study's four propositions regarding organizational capabilities required for competitive advantage.
520 $a Three new propositions, regarding (1) industry context (i.e., the allure of systems and technologies and the aversion to collaborative alliances), (2) senior managers' limited commitment to developing individual knowledge, and (3) management culture's influence on senior managers' perceptions regarding individual knowledge and competitive advantage, are presented for future research. The results have implications for the focus of management education programs.
590 $a School code: 0056.
650 4 $a Business Administration, Management. $3 626628
690 $a 0454
710 2 0 $a The University of Connecticut. $3 1249323
773 0 $t Dissertation Abstracts International $g 60-04A.
790 $a 0056
790 1 0 $a Sheckley, Barry, $e advisor
791 $a Ph.D.
792 $a 1999
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9926256