The fields of entrepreneurship and strategic management deal with
the fundamental processes and forces that affect the start-up,
prosperity, and survival of organizations. In both fields it is
argued that a company's potential long-run performance is
determined by the degree to which it can develop and maintain a
'fit' between its skills and resources and environmental demands.
Through the use of rigorous, in-depth case studies, this book takes
a comprehensive look at the process by which leaders, as
entrepreneurs and strategists, attempt to build and craft the
skill-bases of their firms to best create long-term value for their
customers.
Part one examines the foundations of resource-based approaches
to management and strategic thinking, and presents a detailed
process-typology of organizational resources that serves as a basis
for understanding how resources can be leveraged into sustainable
strategic advantage.
Part two presents the case histories of four very different
firms, including a high-tech chemicals research company, a custom
cabinet manufacturer, a large corporate industrial engineering
firm, and a craft-oriented surgical instrument maker. Each case
provides a unique setting from which insights into the value
creation process are presented.
Part three compares and contrasts the insights discussed in the
case analysis, and integrates the findings into a
'practitioner-based' model of value creation. This model is then
further integrated with current academic theory, and a more formal
theory of the value creation process is presented.
In part four, issues such as the 'skill life-cycle', the
relationship between technology and human skill development, and
leadershipstyles and processes are discussed. The implications of
the research are presented with respect to the practice of
entrepreneurship and strategic thinking, to future research and
theory in those fields, and to policy choices for government and
private leaders.
General
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