Global leadership skills and reputational capital: intangible resources for sustainable competitive advantage

Article Abstract:

Corporate executives are challenged by the complexity and intensity of the global economy to learn about global strategic leadership. Thus, companies should work hard to become globally competitive by prioritizing quality in their products and services. On the other hand, these companies should also develop their workers by giving them proper motivation and education. By doing so, they could develop their intangible asset and achieve sustainable global competitiveness.

Methods, Leadership

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From I-O economics' S-C-P paradigm through strategic groups to competence-based competition: reflections on the puzzle of competitive strategy

Article Abstract:

The resource-based view of the firm and the theory of competence-based competition can be used in answering basic questions regarding competition and rivalry. The resource-based view is a conceptual framework that associates the growth of firms with resources, such as financial and human resources, Competence-based competition, meanwhile, associates competitiveness with the ability of firms to successfully identify and cultivate their core competencies.

Management Functions, Research, Management research, Strategic planning (Business)

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Global strategic analyses: frameworks and approaches

Article Abstract:

Global competition is the challenge faced by corporate executives as the world prepares for the 21st century. It is important then that they know who their international competitors are and to keep pace with the rapid change and increasing complexity of the competitive world. Moreover, managers should determine and consider the advantages carried by their base country's reputation and expand their understanding of their firms' nature and capabilities.

Multinational Corporations, Planning, International business enterprises

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