Sentence examples for firm competences from inspiring English sources

While the UK and, to a limited extent, Sweden, have developed institutions similar to those found in the US that help govern "radically innovative" firm competences, Germany has invested in institutional frameworks associated with "competency enhancing" human resource practices that give its firms an advantage in more generic technologies in which organisational complexity is higher.

Mr. Moussa stressed firm competence to resolve them: "transparency, determination and good management of the state".

One distinctive characteristic of this framework is that relationship between firm competence and intellectual assets is established and a set of six attributes related to uniqueness and collectiveness are identified to help identify the core competence of a company.

Some of the contributions on this topic suggest that corporate philanthropy should be deeply rooted in the firms' competences and linked to their business environment (Porter and Kramer 2002, Godfrey 2005).

In this context, the corporate philanthropy should be deeply rooted in the firm's competences and linked to its business environment (Porter and Kramer 2002).

The tale of how that came to be raises questions about both the firm's competence and its commitment to being an independent auditor whose word can be trusted when it certifies that financial statements comply with the rules.

In the end, the paper also discusses relations of the capabilities that integrate different resources, elaborates the process that FIC forms the firm's competence, and the author holds that the FIC is the origin of firm competitive advantage.

These firms' core competence, such as it is, is exploiting their cosy connections with governing elites.

The results indicate that the firm's technological competences, derived from in-house R&D, are the main determinant of product innovation.

This paper provides a structured framework for evaluating the firm assets and competences using a two stage analytic hierarchy process (AHP).

In addition, we find that spin-offs are more frequent in firms that wish to exploit strategic advantages achieved through knowledge investments and in firms that increase efforts to the focus on the parent firm's core competences.