The resource strength, behaviour, weakness, synergy and distinctive competences are major components of the internal environment of an organisation.
An organisation uses different types of resources which leads to its advantage (synergy) or disadvantage disynergy within an organisation.
It is the effective use of these resources that leads to synergistic advantage of the firm over another firm in the industry (strengths) weakness of over a period of time.
Organisational capability in the design and implementation of corporate policy and strategy rest on an organisations capacity and ability to use its distinctive competences to excel in a particular operation.
One of the most common business phenomena is also one of the most perplexing: when successful companies face big changes, they often fail to respond effectively. Many assume that the problem is paralysis, but the real problem, according to Donald Sull, is active inertia--an organization's tendency to persist in established patterns of behavior. Most leading businesses owe their prosperity to a fresh competitive formula--a distinctive combination of strategies, relationships, processes, and values that sets them apart from the crowd. But when changes occur in a company's markets, the formula that brought success instead brings failure. Stuck in the modes of thinking and working that have been successful in the past, market leaders simply accelerate all their tried-and-true activities. In attempting to dig themselves out of a hole, they just deepen it. In particular, four things happen: strategic frames become blinders; processes harden into routines; relationships become shackles; and values turn into dogmas. To illustrate his point, the author draws on examples of pairs of industry leader ...