Across
- 3. long-term advantage
- 5. suggests that resources gain social legitimacy through stakeholder collaboration
- 6. the ability to integrate, build and reconfigure internal and external processes and competencies to address a rapidly changing environment
- 7. abbreviation of the four criteria that should be met to consider a resource as firm's competitive advantage
- 9. self-interest seeking on the part of organization involving some king of guile or deliberate deceit
- 12. the structure and functuon of a relationship relates to the specificity of resources to be transferred
- 14. argues that relations with outside parties are essential to develop competitive and collaborative strategic advantage
Down
- 1. emphasizes that it is increasingly necessary for companies to access important resources through external relatinships with other companies
- 2. the cost incurred in making any economic exchange
- 4. concentrates on minimization of transcaction costs as the principal driver of make-buy decisions
- 8. the extent to which the investment made to support a particular transaction have a higher value with regard to that transaction than they would have if they were deployed for any other purpose
- 10. focuses on the unique resources and capabilities controlled by the firm as sources of sustainable competitive advantage
- 11. long-term contracting, imply some degree of asset specific investment and dependency between the actors
- 13. the theory identifies criteria that resources must satisfy in order to qualify as sources of sustainable competitive advantage, but provides little guidance on how to develop resources that meet these requirements