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dc.contributor.authorMarcus, Alfred A.
dc.contributor.authorAnderson, Marc Howard
dc.date.accessioned2009-01-26T20:43:44Z
dc.date.available2009-01-26T20:43:44Z
dc.date.issued2006
dc.identifier.citationMarcus, A. A. & Anderson, M. H. (2006). A general dynamic capability: Does it propagate business and social competencies in the retail food industry? Journal of Management Studies, 43(1), 19-46.en
dc.identifier.urihttps://hdl.handle.net/10289/1837
dc.description.abstractGiven that firms have both business and social goals, an important unanswered question is whether a general dynamic capability breeds competencies in both these areas. In studies of the US retail food industry, we find that while a general dynamic capability affects firms' competence in supply chain management (a business competency), it does not affect their competence in environmental management (a social competency). Firm mission and the extent to which firms obtain technical assistance are found to affect the acquisition of this latter competency. These findings offer insights into the resource-based view (RBV) of the firm and provide lessons for corporate social responsibility. They reveal more precisely what a general dynamic capability yields and how far its reach extends, suggesting that the factors that drive competitive advantage are not the same as those that drive social responsibility.en
dc.language.isoen
dc.publisherBlackwell Publishing Ltden_NZ
dc.relation.urihttp://www3.interscience.wiley.com/cgi-bin/fulltext/118727310/PDFSTARTen
dc.subjectbusinessen
dc.subjectresource-based viewen
dc.titleA general dynamic capability: Does it propagate business and social competencies in the retail food industry?en
dc.typeJournal Articleen
dc.identifier.doi10.1111/j.1467-6486.2006.00581.xen
dc.relation.isPartOfJournal of Management Studiesen_NZ
pubs.begin-page19en_NZ
pubs.elements-id31400
pubs.end-page46en_NZ
pubs.issue1en_NZ
pubs.volume43en_NZ


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