Session 102

Resources in Emerging Markets

Track A

Date: Friday, March 11, 2011

 

Time: 14:15 – 15:30

Paper

Room: Room 1-013


Session Chair:

  • Jamal Shamsie, Michigan State University

Title: Managing Strategic Thinking in an International Small and Medium-Sized Organization Using Resource Maps

Authors

  • Juan-Pablo Torres, University of Chile
  • Martin Kunc, University of Warwick

Abstract: The aim of this paper is to present a methodological tool for managing strategic thinking during the SME internationalization process. We present the case study of a Chilean small-sized wine company and we describe through its resource maps how the top management team conceptualizes its strategic resource for implementing its internationalization strategy. We show that a simulation of their resource maps can generate non-linear dynamics managing only two resources. The complexity of managing usually more than two resources, therefore, supports the use of this managerial tool for simulating resource-based strategies before to be implemented.

Title: RBV and Joseph Beuys: An Integrative Framework

Authors

  • Paulo Hayashi, State University of Campinas

Abstract: The Resource-Based View (RBV) has been considered an increasingly dominant approach to strategy. However, in the past ten years efforts have been made in order to link it with consumer perception and participation in value creation. In this direction, this study aims to structure an integrative RBV framework with the participatory art and social sculpture of Joseph Beuys. For Beuys, an artist is not simply the one who creates the work of art, but also the one who provides the conditions for public interaction, thus helping in the construction of art. The same seems to be happening with goods. Consumers are the arbiters of value and it is them, with their experience, that examine its "profit."

Title: The Dynamic Resource-based View and Capabilities Lifecycle: A Case Study in the Wine Industry

Authors

  • Martin Kunc, University of Warwick

Abstract: This article presents a long-term analysis of the evolution of organizational capabilities in an emerging industry. The Chilean wine industry is a natural laboratory for applying the capability lifecycle framework (Helfat and Peteraf, 2003) as the capabilities existing 20 years ago were very different than the actual ones. This case suggests that the development path of capabilities follows a process starting with explicit and then moving to more tacit capabilities. However, tacit capabilities are more important to add value to products and improve firm performance as the resource based view literature suggests.

All Sessions in Track A...

Fri: 11:30 – 12:45
Session 103: CSR and Environmental Issues in Emerging Markets
Session 111: Performance Issues
Session 114: Internationalization Strategies
Session 117: Learning in Emerging Markets
Session 120: The Characteristics and Effects of the BRIC Economies as Hubs for Regional Economic Development
Fri: 14:15 – 15:30
Session 102: Resources in Emerging Markets
Session 106: Multilatina FDI Strategies
Session 110: Global Competition
Session 112: CSR and Environmental Issues
Session 124: Research Methods for the Study of Competitive Advantage
Fri: 15:30 – 16:45
Session 101: Institutions in Emerging Markets
Session 104: Alliances and Networks
Session 105: Knowledge and Innovation
Session 108: Knowledge and Resources
Session 115: Developing Country Firms
Sat: 10:45 – 12:00
Session 107: Multilatina Performance
Session 113: CEOs and Other Human Resources
Session 123: Banks and their Influence
Session 125: Reviewing Latin America’s Strategic Role in Global Development
Session 126: Publishing and Not Perishing: Strategies for Publishing in Top Journals
Sat: 15:45 – 17:00
Session 100: Entrepreneurship in Emerging Markets
Session 109: Social Issues and Local Development
Session 116: Emerging Market Institutional Reform
Session 118: Management Innovation in Emerging Markets
Session 127: Teaching in Latin America


Strategic Management Society

Rio De Janeiro