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Thomas C. Powell
Researcher at University of Oxford
Publications - 42
Citations - 8379
Thomas C. Powell is an academic researcher from University of Oxford. The author has contributed to research in topics: Competitive advantage & Empirical research. The author has an hindex of 21, co-authored 42 publications receiving 7966 citations. Previous affiliations of Thomas C. Powell include University of New South Wales & Bryant University.
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Total quality management as competitive advantage: A review and empirical study
TL;DR: In this paper, the authors examine TQM as a potential source of sustainable competitive advantage, review existing empirical evidence, and report findings from a new empirical study of TQLM's performance consequences.
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Information technology as competitive advantage: the role of human, business, and technology resources
TL;DR: In this article, the authors examined the IT literature, developed an integrative, resource-based theoretical framework, and presented results from a new empirical study in the retail industry, and found that IT alone has not produced sustainable performance advantages in retail industry.
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Organizational alignment as competitive advantage
TL;DR: In this paper, it is shown that some organizational alignments do produce supernormal profits, independent of the profits produced by traditional industry and strategy variables, which is consistent with the resource view of the firm: to the extent that alignments result from skill, it is reasonable to regard alignment skill as a strategic resource capable of generating economic rents.
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Competitive advantage: logical and philosophical considerations
TL;DR: The logical and philosophical foundations of the competitive advantage hypothesis are explored, locating its philosophical foundations in the epistemologies of Bayesian induction, abductive inference and an instrumentalist, pragmatic philosophy of science.
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How much does industry matter ? An alternative empirical test
TL;DR: In this article, an alternative sample and a methodology based on executives' perceptions was used to replicate the findings reported in previous studies, with industry factors explaining about 20 percent of overall performance variance.