Journal articles: 'Resource-based view theory'

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Tehseen, Shehnaz, and Sulaiman Sajilan. "Network competence based on resource-based view and resource dependence theory." International Journal of Trade and Global Markets 9, no. 1 (2016): 60. http://dx.doi.org/10.1504/ijtgm.2016.074138.

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Lockett, Andy, and Steve Thompson. "The resource-based view and economics." Journal of Management 27, no. 6 (December 2001): 723–54. http://dx.doi.org/10.1177/014920630102700608.

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This paper analyzes the link between economics and the resource-based view (RBV) of the firm. Although, historically there has been a strong link between the disciplines of strategy and economics, explicit citations of key RBV works has been disappointingly low in mainstream economics journals. However, there are substantial bodies of works that build implicitly on the ideas of the RBV, in particular the consequences of path dependency on firm behavior, to explain a number of different economic issues. The issues we review in the paper are all influenced by path dependency and include: (1) diversification and market entry, (2) corporate refocusing, and market exit, (3) explaining innovative activity among firms, (4) diversification and performance and (5) industry evolution with rapidly changing products. Furthermore, we identify a number of reasons that may have limited the explicit use of the RBV in economics, which include the problems of causal ambiguity, tautology and firm heterogeneity. Finally, potential areas for future research are identified, which include the interaction of the RBV and Agency Theory, the RBV as a dynamic theory, using the RBV to explain radical change and the application of the RBV to issues of antitrust.

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Arend, Richard J., and Moren Lévesque. "Is the Resource-Based View a Practical Organizational Theory?" Organization Science 21, no. 4 (August 2010): 913–30. http://dx.doi.org/10.1287/orsc.1090.0484.

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Das, T. K., and Bing-Sheng Teng. "A Resource-Based Theory of Strategic Alliances." Journal of Management 26, no. 1 (February 2000): 31–61. http://dx.doi.org/10.1177/014920630002600105.

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The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.

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Bennett, C. H. "A resource-based view of quantum information." Quantum Information and Computation 4, no. 6&7 (December 2004): 460–66. http://dx.doi.org/10.26421/qic4.6-7-5.

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We survey progress in understanding quantum information in terms of equivalences, reducibilities, and asymptotically achievable rates for transformations among nonlocal resources such as classical communication, entanglement, and particular quantum states or channels. In some areas, eg source coding, there are straightforward parallels to classical information theory; in others eg entanglement-assisted communication, new effects and tradeoffs appear that are beginning to be fairly well understood, or the remaining uncertainty has become focussed on a few simple open questions, such as conjectured additivity of the Holevo capacity. In still other areas, e.g. the role of the back communication and the classification of tripartite entanglement, much remains unknown, and it appears unlikely that an adequate description exists in terms of a finite number of resources.

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Medeiros Júnior, Josué Vitor, Miguel Eduardo Moreno Añez, Isabella Francisca Freitas Gouveia de Vasconcelos, and Fernando Porfírio Soares De Oliveira. "DYNAMIC RESOURCE BASED-VIEW: CONTRIBUITIONS OF THE SYSTEM DYNAMICS (DS) FOR THE RESOURCE BASED VIEW THEORY (VBR) DOI: 10.5585/riae.v8i1.1628." Revista Ibero-Americana de Estratégia 8, no. 1 (September 18, 2009): 122–38. http://dx.doi.org/10.5585/ijsm.v8i1.1628.

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This work aims to evaluate the conceptual contributions from the area of System Dynamics (SD) to the Resource Based-View (RBV) Theory, a field of study in the Strategy area. With that aim in mind, a literature review of the Strategy field in the latest years was carried out and the contributions that SD can offer in this context were analyzed. Specifically, the strategic architecture proposed by Warren (2002) is presented: it employs the two concepts to make the analysis of dependencies between resources and their dynamic impacts on organizational performance possible. As a result, it was observed that some aspects that are not addressed by the RBV theory can receive important contributions from SD, such as the opportunity to build strategic models that permit simulation, making the analysis of the interdependence between tangible and intangible resources possible, considering not only the performance of the company at a point in time, but its temporal trajectory and dynamics. This work, therefore, proposes to extend the studies on the applications of its results in the Strategy teaching area, through the use of educational simulators which are based on those two

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Agus Zainul Arifin, Raymond Dionysus,. "Strategic Orientation on Performance: The Resource Based View Theory Approach." Jurnal Akuntansi 24, no. 1 (June 24, 2020): 131. http://dx.doi.org/10.24912/ja.v24i1.661.

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This study aims to verify of the relationship between Entrepreneurship Orientation and Market Orientation to Small and Medium Enterprise (SME) Performance, using the Resource Based View (RBV) theory approach. The research object used was SME entrepreneurs in DKI Jakarta. This research uses a quantitative research design. The data used in this research consists of primary data and collected through Google Forms, which are distributed online. The amount of data collected was 190 samples. The collected data will be analyzed using SEM-PLS Version 3.3.2. Statistical analysis test the outer and inner models. The results obtained indicate that Entrepreneurship Orientation plays a role in SME Performance, and Market Orientation does not affect SME Performance. The implication of this research shows that the Resource Based View theory is right to explain the relationship between Entrepreneurial Orientation and SME Performance because SME performance will be better if it has Entrepreneurial Orientation.

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Freeman, R. Edward, Sergiy D. Dmytriyev, and Robert A. Phillips. "Stakeholder Theory and the Resource-Based View of the Firm." Journal of Management 47, no. 7 (March 26, 2021): 1757–70. http://dx.doi.org/10.1177/0149206321993576.

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We start this article with the exploration of similarities between the resource-based view of the firm (RBV) and stakeholder theory at the time of their origination and then proceed with the conversation on what led to distinct developmental trajectories of the two theories. Though RBV has become a leading paradigm in the strategic management field, we argue that in its current form, RBV is yet incomplete. We suggest there are four aspects that stakeholder theory can offer to inform RBV: normativity, sustainability, people, and cooperation. Reconciling stakeholder theory and RBV is a promising path to advancing our understanding of management, and we provide a two-part guideline to management scholars and practitioners who would be willing to take this path.

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Perez, R. G., H. Joseph Wen, and Pruthikrai Mahatanankoon. "Systems development project team management: a resource-based view." Human Systems Management 23, no. 3 (August 15, 2004): 169–77. http://dx.doi.org/10.3233/hsm-2004-23303.

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This paper presents a resources-based theory perspective of managing a SAP project team in order to realize a sustainable competitive advantage. Resource-based theory suggests that resources which are durable, not easily replicable, and imperfectly mobile can be effectively leveraged by the firm in order to achieve a sustainable competitive advantage over its competitors. The analysis which is presented in this paper suggests that the effective implementation of the SAP system by a firm requires not only an acquisition of a high level of technical expertise, but a change in organizational culture from one which rewards individual brilliance to one which encourages project teams. This will create an environment in which the success of any individual in his job is critically dependent on the skills possessed by the other team members. This will render the human component of the SAP resource imperfectly mobile and increase the capability of the firm to leverage this resource in order to achieve a sustainable competitive advantage.

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Mahoney, Joseph T. "A resource-based theory of sustainable rents." Journal of Management 27, no. 6 (December 2001): 651–60. http://dx.doi.org/10.1177/014920630102700603.

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This paper summarizes and comments on Conner (1991) that contributes to the strategic management area by providing an historical comparison of resource-based theory and five schools of thought within industrial organization economics. Conner (1991) argues that the fundamental distinction between resource-based theory and transaction costs theory is that resource-based theory focuses on the deployment and combination of specific inputs while transaction costs theory focuses on the avoidance of opportunism. I offer three responses to this claim. First, Conner’s distinction was not central to the resource-based literature at the time the article was published. Second, I raise concerns about building a resource-based theory of the firm that assumes away the problems of opportunistic behavior. Third, I offer an alternative view of the fundamental similarities and differences between resource-based theory and transaction costs theory.

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Lockett, Andy, and Steve Thompson. "Through the Looking Glass: Contestability Theory and the Resource-Based View." Journal of Management Inquiry 19, no. 2 (March 22, 2010): 98–108. http://dx.doi.org/10.1177/1056492609353086.

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Beamish, Paul W., and Dwarka Chakravarty. "Using the Resource-Based View in Multinational Enterprise Research." Journal of Management 47, no. 7 (March 9, 2021): 1861–77. http://dx.doi.org/10.1177/0149206321995575.

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The resource-based view (RBV) has evolved into a preeminent theory of strategic management. It is widely used by international business (IB) scholars since there is considerable synergy in core research questions pursued by IB and strategy researchers. However, in research on multinational enterprise (MNE) behavior, the use of RBV remains limited relative to other influential perspectives, such as the eclectic paradigm, the Uppsala model, and institutional theory. This is not surprising since the RBV was developed to explain performance differentials between country-centric firms with dominant product businesses rather than large MNEs with an expansive product-geographic scope. We describe how these limitations arise from the wider range of outcomes and explanatory variables, multiple levels of analysis, and the spatial, economic, and institutional barriers that are relevant to MNEs. We discuss the application of RBV to MNE research by the first author and other IB scholars. We then provide directions on how future research could use RBV more fruitfully to examine MNE performance and sources of competitive advantage in several areas. These include diversified corporations, subsidiary agglomeration, emerging market MNE internationalization, subsidiary autonomy, international joint ventures and alliances, and corporate social responsibility. Drawing upon teaching case examples from the first author’s work, we also point to the effectiveness of RBV in teaching with business cases, given its focus on firm performance (strategy).

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Barney, Jay B., David J. Ketchen, and Mike Wright. "Resource-Based Theory and the Value Creation Framework." Journal of Management 47, no. 7 (June 17, 2021): 1936–55. http://dx.doi.org/10.1177/01492063211021655.

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This article explains how viewing resource-based theory within Brandenburger and Stuart’s value creation framework adds clarity to the theory as a whole and to its essential elements including the definition of its dependent variables, its approach to value creation, and its approach to the appropriation of economic value. Building on this foundation, the article addresses several questions about resource-based theory: Is it a theory or a view? Is resource-based theory tautological? Is resource-based theory static? How important are stakeholders within resource-based theory? Does resource-based theory constitute a theory of the firm? Does resource-based theory acknowledge industry structure’s role in explaining firm performance? Does resource-based theory incorporate uncertainty? Does resource-based theory have strong managerial implications? In accomplishing these tasks, the article sets the stage for the further evolution and application of resource-based theory.

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Colbert, Barry A. "The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management." Academy of Management Review 29, no. 3 (July 2004): 341–58. http://dx.doi.org/10.5465/amr.2004.13670987.

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Colbert, Barry A. "The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management." Academy of Management Review 29, no. 3 (July 1, 2004): 341. http://dx.doi.org/10.2307/20159047.

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Sugiono, Arif. "RESOURCE BASED VIEW DALAM KERANGKA MODEL STRATEGIC MANAGEMENT." AdBispreneur 3, no. 3 (February 11, 2019): 195. http://dx.doi.org/10.24198/adbispreneur.v3i3.19226.

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This research aims to break down the scientific roots of the resource based view within the framework of the strategic management model, which is at the first element in the strategic management model, namely environmental scanning. To answer these objectives, a literature review method is used. The results of the study show that the strategic management model was born from a modern approach in the evolution of the development of organizational theory. As a consequence, the strategic management model must place a balance between internal strength / resource based view and the external environment / market based view in designing the strategy. While the resource based view, was born from several basic concepts developed from classical economists. Further theoretical and empirical studies of the critical review of the strategic management model are needed in the midst of increasingly disruptive environmental dynamics.Studi ini bertujuan ingin mengurai akar keilmuan dari resource based view dalam kerangka model strategic management, yang berada pada elemen pertama dalam model strategic management, yakni environmental scanning. Untuk menjawab tujuan tersebut, digunakan metode kajian pustaka. Hasil kajian menunjukkan, model strategic management lahir dari pendekatan modern dalam evolusi perkembangan teori organisasi. Sebagai konsekwensinya, model strategic management harus menempatkan keseimbangan antara kekuatan internal/resource based view dan eksternal/ market based view dari organisasi dalam mendesain strategi. Sedangkan resource based view, lahir dari beberapa konsep dasar yang dikembangkan dari para pemikir ekonom klasik. Diperlukan kajian lanjutan yang bersifat teoritis dan empiris tentang tinjauan kritis model strategic management ditengah dinamika lingkungan yang semakin disruptif.

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Arbab Kash, Bita, Aaron Spaulding, Larry D. Gamm, and Christopher E. Johnson. "Healthcare strategic management and the resource based view." Journal of Strategy and Management 7, no. 3 (August 12, 2014): 251–64. http://dx.doi.org/10.1108/jsma-06-2013-0040.

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Purpose – The purpose of this paper is to examine how two large health systems formulate and implement strategy with a specific focus on differences and similarities in the nature of strategic initiatives across systems. The aim is to gain a better understanding of the role of resource dependency theory (RDT) and resource based view (RBV) in healthcare strategic management. Design/methodology/approach – A comparative case study design is used to describe, categorize and compare strategic change initiatives within a children's health and a multi-hospital system located in two competitive metropolitan markets. A total of 61 in-person semi-structured interviews with healthcare administrators were conducted during 2009. Summary statistics and qualitative content analysis were employed to examine strategic initiatives. Findings – The two health systems have as their top initiatives very similar pursuits, thus indicating that both utilize an externally oriented RDT method of strategy formulation. The relevance of the RBV becomes apparent during resource deployment for strategy implementation. The process of healthcare strategic decision-making incorporates RDT and RBV as separate and compatible activities that are sequential. Research limitations/implications – Results from this comparative case study are based on only two health systems. Further, the RBV perspective only takes managerial resources and time into consideration. Practical implications – Given that external resources are likely to become more constrained, it is important that hospitals leverage relevant internal resources, in the identification of competitive advantages and effective execution of strategic initiatives. Originality/value – The author propose a refined healthcare strategic management framework that takes both RDT and RBV into consideration by systematically linking strategy formulation with deployment of resources.

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Abazi, Blerton. "An approach to Information Security for SMEs based on the Resource-Based View theory." International Journal of Business & Technology 6, no. 3 (May 1, 2018): 1–5. http://dx.doi.org/10.33107/ijbte.2018.6.3.06.

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The main focus of this proposal is to analyze implementation challenges, benefits and requirements in implementation of Information Systems and managing information security in small and medium size companies in Western Balkans countries. In relation to the study, the proposal will focus in the following questions to investigate: What are the benefits that companies mostly find after the implementation of Information Systems has been implemented, efficiency, how to they manage security of the information’s, competitive advantage, return of investments etc. The study should give a clear approach to Information Systems implementation, information security, maintenance, measurable benefits, challenges companies have gone through and a model how to approach Information Systems as a general guide utilizing best practices by the companies that are also supported by the available literature review. A very important place on the research will have also the Information security threats, security management measures and proposed alternatives for organizations to network vulnerabilities from malicious attacks. Since there are several security management frameworks which encompasses also the security management models, my research could be starting with an analyze of the security management, current situation and will end with a proposal for the new approach to information security.

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Della Corte, Valentina, and Mauro Sciarelli. "Relational knowledge and governance choices: A view within resource-based theory perspective." Corporate Ownership and Control 9, no. 1 (2011): 392–404. http://dx.doi.org/10.22495/cocv9i1c3art3.

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The paper is a theoretical paper, focused on the analysis of the intangible and cognitive content of inter-firm relationships, according to Knowledge Based View (Kogut and Zander, 1992; Foss, 1993, 1996; Nonaka, 1994; Grant, 1996, Teece, 1998). In particular, the issue is examined taking into account two main approaches on learning and knowledge creation: the exploration/exploitation model (March, 1991) and the model based on the concept of absorptive capacity (Cohen and Levinthal, 1990). These approaches are analyzed critically, with specific reference to inter-firm collaboration, taking into account also contributions within the so called Relational View (Gulati, 1998; Dyer and Singh, 1998; Kale and Singh, 1999, 2007; Kale, Dyer and Singh, 2002), according to which the social aspect of the relationship between the firm and its external environment is a central question. The basic assumption is that external relationships can generate knowledge and competences that are potentially able to generate relational rents (Dyer and Singh, 1998), important not only for the single firm but also for the whole aggregate (alliance, rather than network) it belongs to. Then a systemic logic comes out, according to which partners interact, exchange knowledge and resources, through different governance models, in order to reduce relational costs and gain the most intense synergic effects. The problem is, however, that such a profitable collaboration does not seem to be so widespread and in some cases networks fail because of the lack of coordination mechanisms. From this point of view, a governance entity can be necessary or at least appropriate (Kale, Dyer and Singh, 2002). Therefore, the aim of the paper is to verify: the role of relational knowledge within and between networks, in order to gain sustainable competitive advantage. In this direction, also the relationship between knowledge view and resource-based theory is analyzed, considering the former to complete and enrich the latter; if governance choices regarding relational knowledge can be themselves sources of competitive advantage.

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Jugdev, Kam, and Gita Mathur. "Bridging situated learning theory to the resource‐based view of project management." International Journal of Managing Projects in Business 6, no. 4 (September 6, 2013): 633–53. http://dx.doi.org/10.1108/ijmpb-04-2012-0012.

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Cruz, Antonio Miguel, and Gregory L. Haugan. "Determinants of maintenance performance: A resource-based view and agency theory approach." Journal of Engineering and Technology Management 51 (January 2019): 33–47. http://dx.doi.org/10.1016/j.jengtecman.2019.03.001.

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Dwi, Dita Rari. "STABILITAS BANK: SEBUAH PENGUJIAN BERDASARKAN TEORI RESOURCE BASED VIEW." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (September 1, 2019): 187–96. http://dx.doi.org/10.17509/jimb.v10i2.19193.

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This study aims to examine banking service technology and intellectual capital to the stability of the bank. The results of panel data regression analysis on 81 commercial banks in Indonesia with observations in 2013 - 2015 obtained from the results of financial service technology and intellectual capital have a significant effect on the stability of commercial banks in Indonesia. Likewise, with each component of intellectual capital consisting of VAHU, STVA has a significant effect on bank stability in a positive direction, while VACA has an influence on bank stability in a negative direction. Both analyzes show that financial service technology and intellectual capital both calculated with VAIC and each component of VAIC show no difference in effect on bank stability. The findings of this study strengthen the RBV theory where tangible resources and intangible resources are the main capital that must be owned by the company in order to achieve competitive advantage in the era of industrial development 4.0.

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Fuzinatto, Naiane Modri, and Silvio Santos Junior. "Urban farming as competitive resource in food services: an evaluation through the resource-based view theory." Turismo - Visão e Ação 22, no. 1 (May 21, 2020): 02. http://dx.doi.org/10.14210/rtva.v22n1.p02-23.

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Este artigo apresenta um estudo acerca da inserção da agricultura urbana (AU) como recurso competitivo para restaurantes. A população mundial tem se tornado cada vez mais urbana e apresenta crescente preocupação com a qualidade dos alimentos que consome. Assim, proprietários e chefs de restaurantes têm buscado adquirir alimentos cultivados localmente ou mesmo cultivá-los em seus estabelecimentos, de forma a garantir um alimento mais fresco e de alto teor nutritivo. Com base neste contexto, objetiva-se avaliar a influência da agricultura urbana na competitividade de um restaurante que utiliza o cultivo urbano de alimentos como um dos elementos de destaque em seus serviços. Esta pesquisa consiste em um estudo de caso qualitativo e descritivo. O caso investigado é o de um restaurante localizado na região metropolitana de Porto Alegre, estado do Rio Grande do Sul, Brasil, que introduziu a prática da AU em suas dependências. Os dados foram obtidos por meio de pesquisa documental, entrevistas semiestruturadas e observação direta, e foram analisados por categorização das informações e triangulação de dados para posteriormente serem avaliados por meio do modelo VRIO. Os resultados apontam para o desenvolvimento de uma vantagem competitiva por meio da AU quando combinada a elementos conceituais e tecnológicos.

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McGahan, Anita M. "Integrating Insights From the Resource-Based View of the Firm Into the New Stakeholder Theory." Journal of Management 47, no. 7 (January 25, 2021): 1734–56. http://dx.doi.org/10.1177/0149206320987282.

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A powerful new stakeholder theory (NST) of strategic management is emerging. The theory, which is yet incomplete, offers novel and precise tools for understanding stakeholder involvement in organizations. This article identifies open questions in the NST in five areas (organizational formation, resource development, claims on value, governance, and performance) and suggests ways in which insights from the resource-based view of the firm advance answers to these questions. The conclusion emphasizes that because stakeholders bind resources to organizations, neither the resource-based view nor the new stakeholder view is complete without the other.

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Frączkiewicz-Wronka, Aldona, and Karolina Szymaniec. "Resource based view and resource dependence theory in decision making process of public organisation - research fi ndings." Management 16, no. 2 (December 1, 2012): 16–29. http://dx.doi.org/10.2478/v10286-012-0052-2.

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AbstractResource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.

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A, Asikhia, Osinowo O, and Kassim S. K. "Integrating Just in Time Theory, Resource Based View Theory, and Rational Choice Theory in Enhancing Managements’ Efficiency." South Asian Research Journal of Business and Management 3, no. 1 (February 19, 2021): 14–22. http://dx.doi.org/10.36346/sarjbm.2021.v03i01.002.

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Chun, Douglas. "Exploring connections: aspiration levels, culture and the resource based view." Journal of Strategy and Management 9, no. 2 (May 16, 2016): 202–15. http://dx.doi.org/10.1108/jsma-01-2015-0002.

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Purpose – The purpose of this paper is to consider the linkages between two theories of firm performance, aspiration theory and the resource-based view (RBV), possible ways in which these theories may interact, and how the culture from which the firm originated can be a factor in how the firm may react to Schumpeterian shock issues suggested in RBV of the firm. Design/methodology/approach – This paper takes a theoretical approach. Findings – Firms generally look to firms sharing their own cultural backgrounds when selecting similar others. However when the environment is no longer beneficial to firms sharing these goals and objectives, the focal firm may consider firms from other cultural backgrounds when forming aspiration levels. Research limitations/implications – Empirical studies would be necessary to verify these finding: do firms show a preference to firms from their own cultural backgrounds when choosing firms to serve as reference groups for goals and objectives? Would Schumpeterian Shocks cause firms to seek other firms outside of their own culture to set new goals and objectives? Practical implications – Firms should be aware of their own possible biases when deciding which firms to base its goals and objectives on, and widen the cultural scope of their competitive views to include firms from other cultural backgrounds, diversifying their repertoire of strategies and improving the survivability of the organization. Originality/value – The combination of different managerial theories is not common in management literature, and the author was unable to find an article combining the RBV, Aspiration Theory and cultural theories. If management theories are valid, then it is important to understand the relationships between these theories.

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Nagano, Hiroko. "The growth of knowledge through the resource-based view." Management Decision 58, no. 1 (January 13, 2020): 98–111. http://dx.doi.org/10.1108/md-11-2016-0798.

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Purpose The resource-based view (RBV) has not previously been conceptualized as a theoretical framework encompassing metaphysical and empirical perspectives. The purpose of this paper is to logically analyze the evolutionary process of the RBV, triggered by “rigidity.” It attempts to clarify the significance and limitations of the RBV. Design/methodology/approach Based on Popper’s methodological model of the growth of knowledge, the study analyzed and evaluated the evolution of the RBV. Findings The RBV has evolved in three phases. The sub-problems have changed through empirical testing on the basis of one metaphysical problem and one metaphysical theory. Thus, the evolution may indicate progress within one framework. However, during phase 3, the ambiguity of concept may inhibit the growth of knowledge. For further progress, it is necessary to overcome the vulnerability of the RBV’s metaphysical statements. Research limitations/implications This paper shows the possibility of the growth of knowledge within the RBV framework and for a new framework to emerge due to its limitations. It should contribute both theoretically and practically to the field of strategic management. Originality/value Popper’s model was used to examine a previously neglected topic, namely, the growth of knowledge in the evolution of the RBV. Moreover, considering “rigidity” as corresponding to a process of error elimination is a novel approach, clearly revealing the dynamism of the RBV’s evolution.

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Muñoz-Pascual, Lucía, and Jesús Galende. "Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research." Small Business International Review 4, no. 2 (September 15, 2020): e281. http://dx.doi.org/10.26784/sbir.v4i2.281.

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This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

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Kiewitz, Christian, William R. Meek, and Carolin Palmer. "Entrepreneurial Stress: Implications of the Resource-Based View and Conservation of Resources Theory." Academy of Management Proceedings 2020, no. 1 (August 2020): 14058. http://dx.doi.org/10.5465/ambpp.2020.14058abstract.

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Sedera, Darshana, Sachithra Lokuge, Varun Grover, Suprateek Sarker, and Saonee Sarker. "Innovating with enterprise systems and digital platforms: A contingent resource-based theory view." Information & Management 53, no. 3 (April 2016): 366–79. http://dx.doi.org/10.1016/j.im.2016.01.001.

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Foss, Nicolai J., and Ibuki Ishikawa. "Towards a Dynamic Resource-based View: Insights from Austrian Capital and Entrepreneurship Theory." Organization Studies 28, no. 5 (May 2007): 749–72. http://dx.doi.org/10.1177/0170840607072546.

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Over the last two decades, the resource-based view (RBV) has become dominant in the strategic management field. It has often been observed that the RBV is lacking in the dynamic dimension. For example, processes of building competitive advantages by means of combining existing complementary resources in novel ways are not inquired into. We argue that the RBV may profitably draw on insights in entrepreneurship and capital theory, drawn from Austrian economists as well as Frank Knight, in order to strengthen its dynamic dimension. We link the RBV and Austrian ideas in the context of the theory of complex systems pioneered by Herbert Simon. We draw a number of implications for strategic management from this synthesis, notably into resource value and sustainability of competitive advantage.

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Huang, Yong Cong, Man Li Huang, and Xiao Mei Chen. "Control and Ownership Decision in Technology Sourcing Cross-Border M&A on the Resource-Based View and Institution-Based View." Applied Mechanics and Materials 411-414 (September 2013): 2583–88. http://dx.doi.org/10.4028/www.scientific.net/amm.411-414.2583.

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Chinese companies have actively expanded overseas. However, more and more companies, such as TCL, have found that technology sourcing cross-border M&A cost too much to threaten their survival, rather than achieving their goals. From reviewing previous literatures, we found that control, not the ownership, is the critical determinant. Control is the result of the bargaining power between the acquirer and the target company. Drawing on resources-based view, transaction cost theory and institutions theory, this paper reviews the influencing factors of bargaining power in the control and ownership, and proposes a model of control and ownership for Chinese enterprises technology sourcing cross-border M&A.

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Chapman, Elizabeth F., Faye A. Sisk, Jeff Schatten, and Edward W. Miles. "Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation." Journal of Management & Organization 24, no. 4 (October 3, 2016): 533–50. http://dx.doi.org/10.1017/jmo.2016.37.

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AbstractNumerous studies have investigated human resources as a source of sustained competitive advantage, indicating that the high-performance work systems created by certain human resource development and human resource management practices lead to greater firm performance. Though the mechanism by which this link exists remains a ‘black box,’ substantial evidence shows organizations benefit by adopting the human resource development and human resource management practices that lead to high-performance work systems. We discuss two divergent perspectives, institutional theory and resource-based view, and their impact on high-performance work systems. We argue that organizations adhering to tenets of institutional theory experience isomorphism in certain human resource development and human resource management practices, whereas resource-based view attributes create ways that firms differentiate their practices. We posit that to be competitive firms must balance the push–pull effect of institutional pressure with that of resource-based view differentiation.

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Hunt, Shelby D., and Donna F. Davis. "Grounding Supply Chain Management in Resource-Advantage Theory: In Defense of a Resource-Based View of the Firm." Journal of Supply Chain Management 48, no. 2 (April 2012): 14–20. http://dx.doi.org/10.1111/j.1745-493x.2012.03266.x.

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Thoeni, Andrew T., Greg W. Marshall, and Stacy M. Campbell. "A resource-advantage theory typology of strategic segmentation." European Journal of Marketing 50, no. 12 (November 14, 2016): 2192–215. http://dx.doi.org/10.1108/ejm-08-2015-0585.

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Purpose The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation. Design/methodology/approach Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market. Findings The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market. Research limitations/implications The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance. Practical implications This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources. Originality/value This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.

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Conner, Kathleen R. "A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm?" Journal of Management 17, no. 1 (March 1991): 121–54. http://dx.doi.org/10.1177/014920639101700109.

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A resource-based approach to strategic management focuses on costly-to-copy attributes of the firm as sources of economic rents and, therefore, as the fundamental drivers of performance and competitive advantage. Interest presently exists in whether explicit acknowledgement of the resource-based view may form the kernel of a unifying paradigm for strategy research. This article addresses the degree to which a resource-based view represents a fundamentally different approach from theories used in industrial organization (10) economics. The central thesis is that, put informal terms, the resource-based approach is reaching for a theory of the firm. To determine its distinctiveness in comparison to IO, therefore, an appropriate comparison is with other theories of the firm developed within that tradition. Section I summarizes and analyzes five theories that have been significant in the historical evolution of IO. These are neoclassical theory's perfect competition model, Bain-type IO, the Schumpeterian and Chicago responses, and transaction cost theory. The first part of Section II analyzes the resource-based approach in terms of similarities to and differencesfrom these IO-related theories. The conclusion is that resource-based theory both incorporates and rejects at least one major element from each of them; thus resource-based theory reflects a strong IO heritage, but at the same time incorporates fundamental differences from any one of these theories. The second part of Section II analyzes resource-based theory as a new theory of the firm.

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Smart, Dennis L., and Richard A. Wolfe. "Examining Sustainable Competitive Advantage in Intercollegiate Athletics: A Resource-Based View." Journal of Sport Management 14, no. 2 (April 2000): 133–53. http://dx.doi.org/10.1123/jsm.14.2.133.

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This paper addresses the determinants of intercollegiate athletic program success. We built our arguments on a recent development in the strategic management literature, the Resource-Based View (RBV) of the firm. Our purpose was to investigate the source of sustainable intercollegiate athletic program success. In making our arguments, we briefly reviewed the RBV literature and addressed appropriate success criteria for intercollegiate athletics programs. An exploratory investigation of Pennsylvania State University's football program led to the conclusion that the resources responsible for its enduring competitive advantage are the history, relationships, trust, and organizational culture that have developed within the program's coaching staff. An organization that possesses such organizational resources may sustain a competitive advantage by exploiting its human and physical resources more completely than other organizations. The paper concludes with discussions of the potential generalizability of our findings, their implications for theory and practice, and suggested future research directions.

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Kraaijenbrink, Jeroen, J. C. Spender, and Aard J. Groen. "The Resource-Based View: A Review and Assessment of Its Critiques." Journal of Management 36, no. 1 (December 28, 2009): 349–72. http://dx.doi.org/10.1177/0149206309350775.

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The resource-based view (RBV) of the firm has been around for over 20 years—during which time it has been both widely taken up and subjected to considerable criticism. The authors review and assess the principal critiques evident in the literature, arguing they fall into eight categories. They conclude the RBV’s core message can withstand criticism from five of these quite well provided the RBV’s variables, boundaries, and applicability are adequately specified. Three critiques that cannot be readily dismissed call for further theorizing and research. They arise from the indeterminate nature of two of the RBV’s basic concepts—resource and value—and the narrow conceptualization of a firm’s competitive advantage. As their suggestions for this work indicate, the authors feel the RBV community has clung to an inappropriately narrow neoclassical economic rationality, thereby diminishing its opportunities for progress. The authors’ suggestions may assist with developing the RBV into a more viable theory of competitive advantage, especially if it is moved into a genuinely dynamic framework.

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Länsiluoto, Aapo, Elina Varamäki, Erkki K. Laitinen, Anmari Viljamaa, and Juha Tall. "Management Control Systems in Small Business Transfers — A Resource-Based View." Journal of Enterprising Culture 23, no. 04 (December 2015): 449–71. http://dx.doi.org/10.1142/s0218495815500156.

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This study investigates whether post-business transfer MCS development (PBTMCSD) is associated with post-business transfer success (PBTS) in small firms. The data for the study was collected in January 2012 as a web-based survey. The target group consisted of acquirers (both external buyers and family business successors) who had implemented a business transfer during 2006–2011 in Finland. A total of 178 questionnaires were sent out, and 67 responses were received. Regression analysis is used to investigate the relationship between PBTMCSD and PBTS. We utilize both resource-based view (RBV) and contingency theory. The results indicate that PBTMCSD has a positive and significant relation with PBTS. Our findings highlight the importance of PBTMCSD even in small companies in the context of business transfer. However, the relationship between PBTMCSD and PBTS performance was stronger for firms with five or more employees as well as firms with previous experience of business transfers.

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Appannan, Jeya Santhini, Ridzwana Mohd Said, San Ong Tze, and Rosmila Senik. "ENVIRONMENTAL PROACTIVITY ON ENVIRONMENTAL PERFORMANCE: AN EXTENSION OF NATURAL RESOURCE-BASED VIEW THEORY (NRBV)." International Journal of Industrial Management 5 (March 4, 2020): 56–65. http://dx.doi.org/10.15282/ijim.5.0.2020.5622.

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Extensive use of global resources and the associated environmental impacts continue to grow. As a result, green operations have received continuous attention from the business sector in recent years. However, only a few studies unpacked its dimension and examined environmental management accounting (EMA) and the firm's performance. The purpose of this paper is to (i) review the connection of holistic accounting approach of EMA and environmental performance in the extant literature and (ii) deepen the theory of NRBV by incorporating environmental proactivity as a moderator in the framework to provide an additional theoretical explanation to environmental performance in the context of ISO 14001 companies in Malaysia. Using the data of 145 companies, this study revealed that environmental proactivity moderates the relationship between EMA and environmental performance. Interestingly, we also found that EMA showed positive relationship on environmental performance. The research findings will be particularly important for ISO 14001 companies in developing their strategies and policies to achieve sustainable performance. Furthermore, the outcome will give some remarkable insights for managers to identify the current standing of their firm’s environmental performance.

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Shibin, K. T., Rameshwar Dubey, Angappa Gunasekaran, Benjamin Hazen, David Roubaud, Shivam Gupta, and Cyril Foropon. "Examining sustainable supply chain management of SMEs using resource based view and institutional theory." Annals of Operations Research 290, no. 1-2 (November 13, 2017): 301–26. http://dx.doi.org/10.1007/s10479-017-2706-x.

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Barney, Jay B. "The Emergence of Resource-Based Theory: A Personal Journey." Journal of Management 47, no. 7 (May 24, 2021): 1663–76. http://dx.doi.org/10.1177/01492063211015272.

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I have recently been encouraged to share my personal reflections on the emergence of resource-based theory. In many ways, I have been reluctant to do so, at least in print, since any such effort would necessarily reflect my idiosyncratic view of this history. A complete discussion of both the people involved in the development of resource-based theory and the context within which this theory developed in the field of management would, I suspect, require the objective eye of a third party. In this way, I certainly do not qualify to write such a history. However, when the 30th anniversary of the publication of the Special Theory Forum on Resource-Based Theory in the Journal of Management came around, I thought it might be time to put down on paper—a quaintly old-fashioned phrase—my own recollections of this history. In doing so, I decided to make no pretense that this is an objective or rigorous historical effort. Rather, these are the reflections of a strategic management scholar, coming toward the end of his career, about a time, now over 30 years ago, when resource-based theory did not yet exist. I have not tried to verify my reflections by appeal to historical documents, except for any papers I and others have published. I did pass this essay by many of the people mentioned in it—to see if my memories were consistent with their memories—but that is as far as I have gone in verifying the “facts” I share in this essay.

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Srivastava, Rajendra K., Liam Fahey, and H. Kurt Christensen. "The resource-based view and marketing: The role of market-based assets in gaining competitive advantage." Journal of Management 27, no. 6 (December 2001): 777–802. http://dx.doi.org/10.1177/014920630102700610.

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This article posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future. The article also illustrates how resource-based view (RBV) and marketing considerations in the context of generating and sustaining customer value can refine and extend each other’s traditional frames of analysis. Finally, the article posits a set of research directions designed to enable scholars to further advance the integration of RBV and marketing from both theory-driven practice management as well as a problem-driven theory development perspectives.

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Yang, Chung-Shan, and Taih-Cherng Lirn. "Revisiting the resource-based view on logistics performance in the shipping industry." International Journal of Physical Distribution & Logistics Management 47, no. 9 (October 2, 2017): 884–905. http://dx.doi.org/10.1108/ijpdlm-05-2017-0184.

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Purpose The purpose of this paper is to evaluate empirically the impact of intrafirm resources, interfirm relationships, and logistics service capabilities on logistics performance (LP) in the context of container logistics. Design/methodology/approach Factor analysis was employed to identify the key intrafirm resources (i.e. tangible assets and intangible assets), interfirm relationships (i.e. communication (COM) and long-term relationships), logistics service capabilities (i.e. service efficiency, service reliability, service flexibility, and value-added service), and LP dimensions. Data were collected from a survey of container shipping service providers, and were analyzed by a structural equation model to test the research hypotheses. Findings The findings show that interfirm relationships and logistics service capabilities act as mediator variables between intrafirm resources and LP. Research limitations/implications The results of this research support the application of the general theory on firm-level performance and the resource-based view (RBV) as a lens through which LP can be achieved via logistics service capabilities. In addition, the findings lend empirical support to the capability-building view, which asserts the importance of resource investment and relationship maintenance, and the development of distinctive capabilities to enhance performance. Practical implications Container logistics operators should not view their intrafirm resources (including logistics information technology and teamwork organizational culture) or interfirm relationships (including informal COM with key stakeholders and evergreen relationship with key stakeholders) separately; instead, a systems approach should be used. Originality/value This research updates the RBV theory by clearly indicating that the overall performance of shipping firms cannot be decided solely by the firm’s own resources. Interfirm relationships and logistics service capabilities are found to be powerful moderators which help shipping firms allocate their resources effectively and thus improve their LP.

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Elliott, R., and C. Boshoff. "The marketing of tourism services using the internet: A resource-based view." South African Journal of Business Management 40, no. 3 (September 30, 2009): 35–50. http://dx.doi.org/10.4102/sajbm.v40i3.543.

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Taking a resource-based view of the business, this study attempts to identify the non-technology resources driving the successful use of the Internet for marketing tourism services. If these complementary resources can be identified, they can be used to leverage the use of the Internet for marketing, which in turn will contribute to a sustainable competitive advantage for small tourism businesses.Hypotheses are developed and then tested by making use of a large-scale empirical study. The results indicate that a network of effective alliances, the existence of a product champion in the business, and appreciation by the owner-manager of the broader business implications surrounding the implementation of the Internet for marketing, are important to the successful use of the Internet for the marketing of tourism services.The study makes a contribution to the literature by identifying and measuring the drivers of Internet marketing success, as well as by establishing how resource-based theory provides a valuable approach to consideration of how these factors can be managed.

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Wibowo, Amin, and Rebi Fara Handika. "The strategy of the banking industry in Indonesia: following institutional theory or resource-based view?" Jurnal Siasat Bisnis 21, no. 2 (July 1, 2017): 131–41. http://dx.doi.org/10.20885/jsb.vol21.iss2.art3.

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Zheng, Daqing, Jin Chen, Lihua Huang, and Cheng Zhang. "E-government adoption in public administration organizations: integrating institutional theory perspective and resource-based view." European Journal of Information Systems 22, no. 2 (March 2013): 221–34. http://dx.doi.org/10.1057/ejis.2012.28.

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Burvill, Samantha Marie, Dylan Jones-Evans, and Hefin Rowlands. "Reconceptualising the principles of Penrose’s (1959) theory and the resource based view of the firm." Journal of Small Business and Enterprise Development 25, no. 6 (November 19, 2018): 930–59. http://dx.doi.org/10.1108/jsbed-11-2017-0361.

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Purpose The purpose of this paper is to develop a conceptual framework to explain the firm growth process based on an integration and extension, through empirical research, of Penrose’s theory of the growth of the firm and the resource-based view. Theoretical development within the firm growth literature has been noticeably limited. Firm growth studies use different theoretical bases and what is needed is integration of multiple theories and empirical testing of these to form a new conceptual framework capable of explaining the modern growth process fully. Design/methodology/approach The key perspectives are critically reviewed and integrated and empirical qualitative research is undertaken analysing the process of growth in two firms. Semi-structured interviews, participant observation and analysis of company documentation are utilised. Findings The key insight this research provides is detailed information with regard to which resources, mediators and outputs are vital to firm growth, how they need to be developed and why this is the case. The study shows that these act in a cyclical nature to enable firm growth and development. Practical implications These findings could be used by practitioners to determine which part of the conceptual framework requires the most amount of improvement and which are developed to an acceptable state, enabling them to make plans for the achievement of growth. Originality/value This research is able to reconceptualise two dominant theoretical perspectives resulting in the generation of a new firm growth framework, thereby addressing a distinct gap in the firm growth literature.

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Ruivo, Pedro, Tiago Oliveira, and Miguel Neto. "Using resource-based view theory to assess the value of ERP commercial-packages in SMEs." Computers in Industry 73 (October 2015): 105–16. http://dx.doi.org/10.1016/j.compind.2015.06.001.

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Journal articles on the topic 'Resource-based view theory'

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