Vi i LØRN.TECH inviterer hele Norge til læringsdugnad for teknologi. Silvija Seres & venner skaper en ny norsk plattform for livslang læring. Dette gjør vi gjennom korte og konkrete podkastepisoder med noen av landets fremste innenfor de ulike teknologikategoriene."Vi har snakket lenge nok om livslang læring — nå må vi gjøre det!" — Silvija Seres.Bli en #lørner du også — abonner på vår podkast.#LØRN #livslanglæring Hosted on Acast. See acast.com/privacy for more information.
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episode 1220: #C1220_220818_Lars Huemer: A new framework for cooperative strategy and sustainability
Why is there so little research done on cooperative strategy in relation to competitive strategy? Professor at BI Lars Huemer meets Silvija Seres in this conversation about the 17th sustainability goal, new analytics tools and tension between cooperative strategy and competitive strategy among other subjects.
Dette LØRNER du:
- Introduce and illustrate cooperative strategies; goal 17 is central to all other goals; the strategic discipline has been obsessed by competition and positioning in existing value chains; value chains change; focus on value creation, not on competitive advantage; The essence of cooperative strategies is not about beating someone, but on how to be better with someone; boost everyone's unique values; relational rents; goal 17 in ESG is central to all other goals achievements
- Tension between cooperative strategy and competitive strategy. “I will bleed but you will bleed more.” Platform monopolies? Multinational companies and indiganous people. Which logic do you belong to? What makes a successful alliance? Competition often wins.
- Collaborative strategies need new analytics tools. New resource tool: alternative to Barney's resource analysis (VRINN analysis to explore competitive advantage). Rareness and inimitability are good? Resource bundles and how do they fit together.
Recommended literature:
- See TMP case folder (2 PDF files)
- Håkansson, H., & Snehota, I. (1989). No business is an island. Scandinavian Journal of Management, 5(3), 187–200.
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