COMM1170-无代写
时间:2023-04-17

COMM1170 Organisational Resources
Organisational Resources
Dr Veronica Smith
Presentation developed by Associate Professor Catherine Collins
Resources
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COMM1170 Toolkit
Strategy Competitive Advantage
for
Organizational Performance
TechnologyPeople
Accounting for resources
Combining resources
Adapted from Tushman & O’Reilly (2002) Figure 4.1.
Capital
What is a sustained competitive advantage?
“ A firm is said to have a sustained competitive advantage when
it is implementing a value creating strategy not simultaneously
being implemented by any current or potential competitors and
when these other firms are unable to duplicate the benefits of
this strategy”.
(Barney 1991, 2017)
How do we achieve competitive advantage?
Identify
Mobilise &
Combine Measure
Mission: “our business is powered by its people, and passion defines our
commitment to meeting the needs of our customers”
Product/service leadership
Customer intimacy
Operational excellence
Onboarding
/Induction
Graduate
Program
Mentoring
Coaching
Sponsor
Job
assignments
People Toolkit
Technology Toolkit
1. Hardware
2. Software
3. Data
4. Procedures
5. People
‘As Is’ ‘To Be’ Model
Business processes
• Customer intimacy
• Operational excellence
Competitive Advantage
Specific Technology
ERP software
Cloud computing 5 component framework
Technology, Organisational
& Economic feasibility
CompatibilityComplexity
Support Adoption
Costs Benefits
En
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Measure, plan
and
coordinate
resources to
support
organisational
strategy
O
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P
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Accounting Toolkit
NOW: Measuring and accounting for resource usage
• Apply a costing framework
• Indirect cost allocation (including allocation of support
department costs)
FUTURE: Planning for resource usage
• Operating budget and cash budget
• Flexible budget
• Use budgets performance for control and evaluation
Training and
development
program
Overseas
retails stores
Resource support for
customer intimacy &
cost leadership
Identify resource gap
incl. cash requirements
HVN is expanding operations overseas.
• Does it need capital for investments and for increases in WC?
• What are the risks?
• Expansion is done in a “capital-light way” through leases.
• Some equity raises, mostly to pay down debt.
• Also, windfall profits made more external financing unnecessary.
• As of end of 2020, no more net debt.
• Consequence of Australia’s imputation tax system.
Capital Toolkit
How do we achieve competitive advantage?
Identify
Mobilise &
Combine Measure
SMART
work
design
Training
Compensation
Influence tactics
Influencing tactics
Social proof Authority
Resources
En
vi
ro
n
m
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n
t
(e
.g
.,
le
ga
l,
b
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si
n
es
s
tr
en
d
s,
g
lo
b
al
e
n
vi
ro
n
m
en
t,
in
d
u
st
ry
t
re
n
d
s
&

su
cc
es
s
fa
ct
o
rs
)
COMM1170 Toolkit
Strategy Competitive Advantage
for
Organizational Performance
TechnologyPeople
Accounting for resources
Combining resources
Adapted from Tushman & O’Reilly (2002) Figure 4.1.
Capital
“It is the big picture
thinking to resolve
everyday issues”
(Nichols, 2021)
Thank you
If you have any questions about the
course, please post on the Moodle
Discussion forums
or email: comm1170@unsw.edu.au
The lecture recording will be made
available in your Moodle course site.
Dr Veronica Smith

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