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dc.contributor.authorEnz, Cathy A.
dc.date.accessioned2020-09-12T21:04:27Z
dc.date.available2020-09-12T21:04:27Z
dc.date.issued2008-02-01
dc.identifier.other5584046
dc.identifier.urihttps://hdl.handle.net/1813/71718
dc.description.abstractThe case of Outback Steakhouse Korea provides almost a textbook example of a five-point framework for competitive advantage. The framework suggests that companies must manage and blend resources in the following five categories: (1) financial resources, (2) physical resources, (3) human resources, (4) organizational knowledge and learning, and (5) general organizational resources (including brand names and relationships with stakeholders). Outback Korea has deftly combined resources in these five categories for considerable advantage and must continue to do so.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell University. Reprinted with permission. All rights reserved.
dc.subjectrestaurant franchising
dc.subjectrestaurant management
dc.subjectOutback Steakhouse Korea
dc.subjectcompetitive advantage
dc.subjectstrategic management
dc.subjectcompetitive advantage
dc.subjectcapabilities
dc.titleCreating a Competitive Advantage by Building Resource Capability: The Case of Outback Steakhouse Korea
dc.typearticle
dc.description.legacydownloadsEnz21_Creating_A_Competitive_Advantage_By_Building_Resource_Capability.pdf: 1165 downloads, before Aug. 1, 2020.
local.authorAffiliationEnz, Cathy A.: cae4@cornell.edu Cornell University


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