Changes in market and nonmarket strategic resources in the early phase of the industry lifecycle: case Attendo MedOne Ltd in Finnish public healthcare

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.author Christensen, Iiro
dc.date.accessioned 2011-11-14T11:23:25Z
dc.date.available 2011-11-14T11:23:25Z
dc.date.issued 2009
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/372
dc.description.abstract Research Objectives: The study addressed the gap in the current literature concerning how market and nonmarket strategic resources change in the early phase of the industry. The objective was to build new theory by generalizing the findings, from the case study in the outsourcing business in Finnish public healthcare, to the wider context of new businesses that evolve around a public-private partnership and where opportunities are controlled or influenced through the political process. Research Data and Method: The research data consisted of archival data (invitations to tender and concluding records) regarding all the outsourced units in primary healthcare dating back to the year 2004. Five open-ended interviews were conducted with executives involved in the outsourcing business. In addition, the above data sets were supplemented with news excerpts and company financial statements from 2004 to 2008. The study combined both quantitative and qualitative methods in a single case inductive research design. Research Findings: Based on the theory formed in the study, it is argued that the superior competitive position in a closely linked business constitutes a strategic market resource, and political resources in the relevant domain, comprise a strategic nonmarket resource in the early phase of new businesses that evolve around a strong public-private partnership. Preliminary results lend support to the notion that dynamic capabilities and entrepreneurial management are necessary to sustain the competitive advantage stemming from the strategic market resource. Moreover, dynamic political management capabilities are needed to sustain the competitive advantage of the strategic nonmarket resources as the above mentioned new businesses evolve along the industry lifecycle. en
dc.format.extent 98
dc.language.iso en en
dc.title Changes in market and nonmarket strategic resources in the early phase of the industry lifecycle: case Attendo MedOne Ltd in Finnish public healthcare en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Economics en
dc.contributor.department Department of Marketing and Management en
dc.contributor.department Markkinoinnin ja johtamisen laitos fi
dc.subject.keyword Resource-based view (RBV)
dc.subject.keyword dynamic capabilities
dc.subject.keyword nonmarket strategy
dc.subject.keyword industry lifecycle
dc.subject.keyword strategic resources
dc.subject.keyword public healthcare
dc.subject.keyword public-private partnership
dc.identifier.urn URN:NBN:fi:aalto-201111181284
dc.type.dcmitype text en
dc.programme.major Marketing en
dc.programme.major Markkinointi fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon markkinointi
dc.subject.helecon marketing
dc.subject.helecon toimialat
dc.subject.helecon business branches
dc.subject.helecon elinkaari
dc.subject.helecon life cycle
dc.subject.helecon terveystalous
dc.subject.helecon health economics
dc.subject.helecon kumppanuus
dc.subject.helecon partnership
dc.subject.helecon julkinen sektori
dc.subject.helecon public sector
dc.subject.helecon yksityinen sektori
dc.subject.helecon private sector
dc.ethesisid 12240
dc.date.dateaccepted 2010-01-18
dc.location P1 I


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