1. When you analyse the economic landscape, how attractive was the industry in which the company decided to compete? How did Sense Worldwide
position itself in the industry?
2. What were the root causes of Sense Worldwide’s success? What was Sense Worldwide’s core competence and what were their resources and
capabilities?
3. How sustainable is Sense Worldwide’s competitive advantage if based on these resources and capabilities? Test the most important resources
and capabilities using two models and discuss the results. How Can Sense Worldwide defend its current competitive advantage?
Readings for this case study:
Barney J.B (1991) Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120
Giudici, A., Reinmoeller, P. (2010) Dynamic Capabilities in the dock: A case of reification? Strategic Organization, 10(4): 436-449
Glynn Mangold, W., Faulds, D.J. (2009). Social media: The new hybrid element of the promotion mix, Business Horizons, 52; 357-365
Harreld, J.B., O’Reilly, C.A., Tushman, M.L (2007). Dynamic capabilities at IBM: Driving strategy into action. California Management Review, 49
(4): 21-43
Prahalad, C.K., Hamel, G. (1990). The core competence of the coporation, Harvard Business Review, May
Teece, D.J. (2007). Explicating dynamic capabilities; The nature and microfounations of (sustainable) enterprise performance. Strategic
Management Journal, 28(13); 1319-1350
Teece D.J. (2012). Dynamic Capabilities; Routines versus entrepreneurial action. Journal of Management Studies, 49(8): 1395-1401.
Voldera H.W., Morgan, R.E., Reinmoeller,P., Hitt, M.A., Duane Ireland, R., Hoskisson, R.E. (2011). Strategic Management, Competitiveness and
Globalization. Cangage. Stamford.
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