Author(s):
Graça, Ana Sofia Miranda 
Date: 2012
Persistent ID: http://hdl.handle.net/10400.14/11523
Origin: Veritati - Repositório Institucional da Universidade Católica Portuguesa
Document details
Book without Borders : Borders Group Inc.
Description
The dynamic capabilities theory has attracted increasing attention within the management literature. The abundant research generated disparate definitions of the dynamic capability concept, but a recent attempt was made to consolidate such efforts into a single, robust definition. This thesis provides an analysis of how the distinct dimensions of the dynamic capability concept are performed in real-‐world situations. To do so, I chose Borders Group Inc., a company that during decades was known as the second largest American bookseller, but in July 2011 announced its liquidation. The teaching case was designed to clearly illustrate the dynamic capabilities theory, demonstrating the usefulness and applicability of the concept. Specifically, the case shows that the dramatic failure of Borders was due to its low levels in all the four dimensions of the dynamic capabilities concept: sensing opportunities and threats, making timely decisions, making market-‐oriented decisions, and changing the firm's resource base.
The dynamic capabilities theory has attracted increasing attention within the management literature. The abundant research generated disparate definitions of the dynamic capability concept, but a recent attempt was made to consolidate such efforts into a single, robust definition. This thesis provides an analysis of how the distinct dimensions of the dynamic capability concept are performed in real-‐world situations. To do so, I chose Borders Group Inc., a company that during decades was known as the second largest American bookseller, but in July 2011 announced its liquidation. The teaching case was designed to clearly illustrate the dynamic capabilities theory, demonstrating the usefulness and applicability of the concept. Specifically, the case shows that the dramatic failure of Borders was due to its low levels in all the four dimensions of the dynamic capabilities concept: sensing opportunities and threats, making timely decisions, making market-‐oriented decisions, and changing the firm's resource base.
Document Type
Master Thesis
Language English
Advisor(s) Barreto, Ilídio
Language English
Advisor(s) Barreto, Ilídio
| Financiadores do RCAAP | |||||||
|
|
|
|
|
|
||