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1
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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Assensoh-Kodua, Akwesi. "The resource-based view: a tool of key competency for competitive advantage." Problems and Perspectives in Management 17, no. 3 (August 9, 2019): 143–52. http://dx.doi.org/10.21511/ppm.17(3).2019.12.
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The increasing turmoil in the external organizational setting or business environment has focused attention on capabilities and resources as the primary source of competitive advantage. Obviously, this statement points to the application of the resource-based view (RBV) of organizational management. Nevertheless, what constitutes RBV remains an illusion in many quarters of organizational management, as scholars have managed to put up their personal ideas, and managed to converge on phenomenon-driven theories, in addition to RBV. This paper reviews the concepts of RBV in light of knowledge management to highlight some critical pitfalls that might have eluded the research community on the subject matter of RBV. To this end, this paper’s educational value lies in the fact that it simplifies the concept of RBV to the new researcher in a fashion that is capable of appealing to his or her level. A cross-sectional qualitative research approach was employed in an effort aimed at understanding the role of RBV in creating a sustainable competitive advantage and key competencies. A total of 20 relevant articles were searched from different databases and search engines, including Scopus, EBSCO, ABI Inform, IEEE, PubMed, Science Direct, SABINET, IEEE, Bing, Science Direct, and Google Scholar. The findings indicate that RBV plays an important role and assists organizations not only create, nurture, and maintain competitive advantage, but also understand the collective resources needed to compete favorably in a globalized and highly competitive market. With expert knowledge workers at its core to provide support for knowledge creation, sharing, and utilization, the RBV principles discussed in this paper promise to guarantee a methodological step geared towards the achievement of competitive advantage. It, therefore, makes an incremental contribution to the RBV to attain modest improvement in organizational settings.
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Chukwuma, Isaac Onyeyirichukwu, Patrick Chukwunwike Chukwuma, and Ifeanyi Leo Madu. "Organisational Learning: A Resource-Based View Analysis." International Journal of Scientific Research and Management (IJSRM) 12, no. 04 (April 9, 2024): 6079–87. http://dx.doi.org/10.18535/ijsrm/v12i04.em03.
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This study theoretically analyzed the relationship between organisational learning (OL) and resource-based view (RBV) in line with examining the concept of OL, concept of RBV, nexus between OL and RBV, response between OL and RBV, calibrating the challenges in synergizing OL and RBV and exploring the competitive advantage in optimizing OL to feature non-substitutable, rare, inimitable, and valuable (NRIV) attributes of RBV. The methodology engaged was the narrative literature review which is validated by its potency to align numerous authors’ perspectives for correlation and explanation. The paper is of the position that OL and its components when optimally refined and optimized are capable of attaining NRIV status and can position an organization at the leading cadre in its industry. The review explored and uncovers relevant literature, and made postulations in comprehending and validating the dynamic relationship in the interplay between OL and RBV.
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Dalfovo, Michael Samir, Mirian Magnus Machado, Andressa Gonçalves, and Luana de Melo Pereira. "ANÁLISE DA INFLUÊNCIA DA RESOURCE BASED VIEW (RBV) NO DESEMPENHO ORGANIZACIONAL." RDE - Revista de Desenvolvimento Econômico 1, no. 39 (April 2017): 29. http://dx.doi.org/10.21452/rde.v1i36.4624.
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O objetivo deste estudo é analisar a influência da Resource Based View (RBV) no Desempenho Organizacional. A RBV contempla uma visão dos recursos internos da empresa e busca a avaliação destes recursos para propor estratégias para obtenção de vantagem com
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Peng, Mike W. "The resource-based view and international business." Journal of Management 27, no. 6 (December 2001): 803–29. http://dx.doi.org/10.1177/014920630102700611.
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The resource-based view (RBV) of the firm has become an influential theoretical perspective in recent international business (IB) research. Tracking the evolution of the RBV literature in IB, this article has three objectives. First, it documents the extent to which the RBV has diffused to IB research. Second, it explains the rationale behind such diffusion. Finally, it provides a state-of-the-art review of the substantive work through a proposed organizing framework, focusing on multinational management, strategic alliances, market entries, international entrepreneurship, and emerging markets strategies. Overall, a broad, expanding, and cumulative knowledge base is emerging to connect IB and strategy research through the RBV. The article concludes with a discussion of the implications of such a development in the intellectual marketplace, with an emphasis on future research directions.
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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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Lubis, Nurul Wardani. "RESOURCE BASED VIEW (RBV) DALAM MENINGKATKAN KAPASITAS STRATEGIS PERUSAHAAN." Jurnal Ilmu Manajemen METHONOMIX 6, no. 1 (March 1, 2023): 14–26. http://dx.doi.org/10.46880/mtx.vol6no1.pp14-26.
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Pertumbuhan sektor industri yang terus berkembang menuntut perusahaan memiliki kemampuan daya saing yang tinggi. Perusahaan agar dapat bertahan dalam persaingan yang ketat dan tetap kompetitif dengan perusahaan lain dituntut untuk mampu berinovasi. Salah satu pendekatan internal yang dapat digunakan untuk menciptakan keunggulan kompetitif adalah dengan menggunakan Resource Based View (RBV). Metode Resource Based View (RBV) ini meneliti aset, keahlian, kemampuan, dan aset tidak berwujud perusahaan, termasuk sumber daya internal perusahaan, dan menentukan keunggulan strategisnya. Pendekatan Resource Based View (RBV) menyoroti kapabilitas dan sumber daya perusahaan yang unik bagi perusahaan tersebut dan menambah nilai signifikan bagi perusahaan. Dengan menggunakan teori Resource Based View (RBV) yang berfokus pada sumber daya yang dimiliki perusahaan dan kapabilitasnya dapat memberikan perspektif teoritis yang tepat untuk mengkaji bagaimana faktor internal dapat menjadi sumber daya untuk menghasilkan keunggulan bersaing guna meningkatkan kapasitas strategis perusahaan. Pembentukan framework dengan pendekatan Resource Based View (RBV) bagi perusahaan diharapkan dapat memberikan framework yang tepat untuk dapat memiliki daya saing yang tinggi bagi perusahaan yang bersumber dari pengelolaan dan penggunaan kapasitas dan sumber daya perusahaan.
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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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Lubis, Nurul Wardani. "Resource Based View (RBV) in Improving Company Strategic Capacity." Research Horizon 2, no. 6 (December 22, 2022): 587–96. http://dx.doi.org/10.54518/rh.2.6.2022.587-596.
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The growth of the industrial sector that continues to grow requires companies to have high competitiveness capabilities. Companies in order to survive in intensive competition and remain competitive with other companies are required to be able to innovate. One internal approach that can be used to create competitive advantage is to use a Resource Based View (RBV). This Resource Based View (RBV) method examines a company's assets, expertise, capabilities, and intangible assets, including the internal resources of the company, and determines its strategic advantage. The Resource Based View (RBV) approach highlights a company's capabilities and resources that are unique to that company and adds significant value for the company. Using the Resource Based View (RBV) theory which focuses on the resources owned by the company and its capabilities can provide an appropriate theoretical perspective for examining how internal factors can become resources to generate competitive advantage to increase the company's strategic capacity. Establishing a framework with a Resource Based View (RBV) approach for companies is expected to provide the right framework to have high competitiveness for companies originating from the management and use of company capacities and resources.
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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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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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Furr, Nathan R., and Kathleen M. Eisenhardt. "Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them." Journal of Management 47, no. 7 (May 3, 2021): 1915–35. http://dx.doi.org/10.1177/01492063211011760.
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The resource-based view (RBV) makes a significant contribution to strategy by explaining the relationship between resources and firm performance. Particularly in low uncertainty markets, executives have the foresight and time to build strategically valuable resources in current markets and leverage them into related markets. RBV is also relevant for understanding strategies for market entry, extending the value of technology resources, and broadening the locus of resources within ecosystems. Conversely, in high uncertainty markets like nascent or disrupted ones, RBV seems less germane. Resources may not yet exist or their value (and rarity) may be indeterminate (or changing). Here, we contribute the Strategy Creation (SC) view—joining strategizing by doing, thinking, and shaping. It offers a strategic logic that fits highly uncertain markets. Finally, we contribute the insight that RBV and SC are complements under moderate uncertainty, such as growth markets and technology transitions. Overall, we propose that uncertainty forms a crucial boundary condition for RBV that distinguishes between qualitatively different strategic logics.
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Williamson, Nicholas C., Joy Bhadury, Kay Dobie, Victor Ofori‐Boadu, Samuel Parker Troy, and Osei Yeboah. "Business coursework and the resource‐based view (RBV)." International Journal of Wine Business Research 24, no. 1 (March 16, 2012): 19–32. http://dx.doi.org/10.1108/17511061211213756.
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Genchev, Stephen E., Timothy D. Landry, Patrica J. Daugherty, and Anthony S. Roath. "Developing reverse logistics programs: A resource based view." Journal of Transportation Management 21, no. 1 (April 1, 2010): 7–26. http://dx.doi.org/10.22237/jotm/1270080120.
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Previous research proposes a six-process model for reverse logistics (RL) program design and execution. This manuscript advances RL related knowledge by incorporating the previous model into a broader theoretical framework, namely, the Resource Based View (RBV) of the firm. The current research employs exploratory techniques to investigate the applicability of RBV and its main tenants within the RL context. Based on in-depth interviews with 16 executives from seven different companies, the relationships among resources. RL capabilities, and RL competencies are explored.
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Zahra, Shaker A. "The Resource-Based View, Resourcefulness, and Resource Management in Startup Firms: A Proposed Research Agenda." Journal of Management 47, no. 7 (June 2, 2021): 1841–60. http://dx.doi.org/10.1177/01492063211018505.
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The resource-based view (RBV) provides a rich framework for analyzing the role of a firm’s tangible and intangible resources in creating and sustaining competitive advantage. As a result, it has been widely used to explain entrepreneurial firms’ strategic choices that generate such an advantage. While researchers have established the usefulness of the RBV, they have overlooked the fundamental question of how entrepreneurial firms manage their resources to gain competitive advantage. This paper examines this issue in the context of independently owned startups, which typically lack resources, are constrained in their access to key resource providers, and have limited experience in assembling and managing resources. Adopting a broader conceptualization of startups’ resource management process, the paper identifies several questionable assumptions in related RBV-based research. Further, recognizing the limits of RBV to determine ex ante the nature and magnitude of entrepreneurs’ resourcefulness when managing their resources, the paper suggests linkages between the RBV and several entrepreneurship frameworks and outlines promising research questions.
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Wright, Patrick M., Benjamin B. Dunford, and Scott A. Snell. "Human resources and the resource based view of the firm." Journal of Management 27, no. 6 (December 2001): 701–21. http://dx.doi.org/10.1177/014920630102700607.
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The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence.
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Sukma, Ating. "PERSPEKTIF THE RESOURCE BASED VIEW (RBV) DALAM MEMBANGUN COMPETITIVE ADVANTAGE." Ad Deenar: Jurnal Ekonomi dan Bisnis Islam 1, no. 01 (March 31, 2018): 75. http://dx.doi.org/10.30868/ad.v1i01.229.
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Makalah ini bertujuan untuk menganalisis kerangka dari teori Resource Based View(RBV) yang dikemukakan para ahli dalam pembahasan manajemen strategik dan tertutamayang berkaitan dengan kekuatan dan kelemahan perusahaan dengan cara mengidentifikasiapa yang menjadi kekuatan dan kapabilitas perusahaan serta menghindari kelemahan yangdimiliki untuk keunggulan bersaing, dengan penekanannya pada konsep tentang RBV danmenganalisis perkembangan teori RBV dalam manajemen stratejik,serta menganalisislingkungan internal dilihat dari sudut kekuatan dan kelemahan yang akan membantuperusahaan agar mampu mengambil keuntungan dari peluang-peluang yang ada dan mampumenghindari dinamis ancaman yang mungkin timbul.Metode penelitian yang digunakanadalah berdasarkan pendekatan historis dan review literatur dari pendapat para ahli yangmembahas teori RBV dalam kaitannya dengan kapabilitas dan kompetensi dalammenciptakan daya saing yang unggul,Studi ini akan memberikan gambaran mengenai karateristik dari pendekatan sumberdaya yang dapat memberikan kontribusi dalam praktek manajemen strategi danmeningkatkan kapabilitas serta kompentensi dari perusahaan untuk meningkatkan keunggulan bersaing melalui pendayagunaan sumber daya, baik yang bersifat fisik maupunnon fisik. Dengan memperhatikan kekuatan dan kelemahan,diharapkan perusahaan dapat mengoptimalkan core competencies sumber daya yang dimilikinya dan dapat meningkatkan keunggulan bersaing perusahaan.Pada makalah ini akan diarahkan kepada analisa berbagai pendapat para ahliekonomi mengenai kerangka sumber daya yang akan menghasilkan suatu kapabilitas yaknikeahlian-keahlian yang ada pada setiap individu,serta menganalisa keunikan dari sumberdaya yang dimiliki baik yang bersifat fisik, maupun yang bersifat intangible assetsyang akanmendukung keunggulan bersaing dari suatu perusahaanKeywords :Resource Based View,Kapabilitas,Kompetensi,Keunggulan Bersaing
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Salsabila, Shinta, Radhiana Radhiana, Juwita Juwita, Juwita Juwita, and Putri Mauliza. "Challenges of the Resource-Based View Approach in Improving Business Organizational Performance." Proceedings of International Conference on Multidiciplinary Research 5, no. 2 (December 17, 2022): 120–25. http://dx.doi.org/10.32672/pic-mr.v5i2.5416.
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The resource-based view is the predominant theoretical paradigm in strategic management research (RBV). In this essay, the positioning literature is reviewed, and it is investigated to what degree the RBV may be used as a source of useful advice for businesses looking to gain a competitive edge and achieve strategic success. Human, organizational, and physical resources are all studied in relation to organizations. It will be clear how this organizational resource affects the competitive advantage of the business. The research methodology employed is based on a literature review approach from the views of specialists who examine the RBV theory in relation to capabilities and competencies in fostering superior competitiveness. This study gives a general overview of the traits of the resource approach, which supports strategic management and strengthens businesses' capacities and competences to gain competitive advantage through the use of resources, both physical and non-physical. The uniqueness of the resources owned, both tangible and intangible assets, is examined in this study in order to support management decision-making regarding the competitive advantage of a business organization. This study also analyses the various viewpoints of economists regarding the resource framework that can generate capabilities. Keywords: Resource-Based View (RBV), Competitive Advantage, Tangible Intangible Assets.
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Armstrong, Craig E., and Katsuhiko Shimizu. "A Review of Approaches to Empirical Research on the Resource-Based View of the Firm†." Journal of Management 33, no. 6 (December 2007): 959–86. http://dx.doi.org/10.1177/0149206307307645.
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This study reviews empirical studies of the resource-based view (RBV) and examines methodological issues and new directions that will help to clarify the value and boundaries of the RBV. Through our comprehensive review of the research design and operationalization of resource-based constructs used in 125 empirical studies, we (1) discuss key empirical issues particularly important to RBV research, (2) illustrate how researchers have or have not overcome some of these challenges, and (3) highlight two important approaches that offer promise for sharpening the boundary conditions of the RBV: an integrative framework for RBV research and utilization of nonsignificant results.
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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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Rengkung, Leonardus Ricky. "KEUNTUNGAN KOMPETITIF ORGANISASI DALAM PERPSEKTIF RESOURCES BASED VIEW (RBV)." AGRI-SOSIOEKONOMI 11, no. 2A (October 2, 2015): 1. http://dx.doi.org/10.35791/agrsosek.11.2a.2015.9447.
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The uncertaintity and environmental dynamics faced by an organization are highly correlated with the firm’s presence in the organization environment. Every organization has to an ability to analyze the organization environment in finding and maintaining its competitive advantage. There are some perspectives explaining about the relationship an organization and its environment, one of them is Resources-Based View (RBV). This Resources-Based View (RBV) is a perspective of strategic management focusing on organization level resources, having organization idiosyncratic resources and maximizing the overall resources of organization compared to competitor. These resources can be a source of relational rents and competitive advantage. The RBV theorizes that the accumulation of resource stocks, that are valuable, rare, imperfectly imitable and non-subsitutable. The resource-based view of the firm provides a useful perspective for explaining firm growth and sustainable competitive advantage. The purpose of this paper is to explain how an organization in finding and maintaining the competitive advantage in the aspect of Resources-based View (RBV).
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Gibson, Cristina B., Stephen C. Gibson, and Quinn Webster. "Expanding Our Resources: Including Community in the Resource-Based View of the Firm." Journal of Management 47, no. 7 (January 27, 2021): 1878–98. http://dx.doi.org/10.1177/0149206320987289.
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We apply insights from organizational behavior, psychology, and sociology to make the case that the community in which a firm is embedded is a valuable, rare, inimitable, and nonsubstitutable resource that holds potential as a source of sustained competitive advantage. First, we review several key principles of the resource-based view (RBV) and show how they apply to community as a strategic resource, incorporating prior work that simultaneously addresses communities and RBV. Next, we juxtapose pairs of firms in the same industries, comparing those that have embraced this strategy with those that have not, demonstrating the superior sustainability of the firms that consider community as a strategic resource. Finally, we conclude with thoughts as to a future research agenda that allows for an expansion of the concept of resources to further the development of RBV, the firms that apply it, and the communities in which they are embedded. In doing so, we demonstrate how expanding RBV to incorporate the community as strategic resource contributes to managerial theory, research, and practice.
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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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Cobaito, Francisco Carlos. "GESTÃO HOSPITALAR, SOB A LENTE DA RESOURCE BASED VIEW-RBV." RAHIS, no. 9 (December 4, 2012): 34. http://dx.doi.org/10.21450/rahis.v0i9.1636.
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Este artigo analisa a experiência de um Plano Diretor de Melhoria da Gestão Hospitalar, desenvolvido e aplicado durante o ano de 2007, no Hospital do Rim e Hipertensão. O intuito do projeto foi desenhar um modelo gerencial eficaz para a Instituição, que abrangesse tanto a cultura como as ações dos diversos serviços prestados pelas áreas internas do Hospital, visando avanços no curto prazo. O quadro teórico foi desenvolvido a partir da literatura da teoria da visão baseada em recursos- RBV. Como objetivo específico pretendeu-se compreender se é possível em Hospitais com natureza jurídica de ‘Fundação sem fins lucrativos’, através de melhorias nos arranjos organizacionais e praticas de gerenciamento de seus processos internos, serem convertidos em centros de maior eficácia, e obterem o reconhecimento público. Como resultado, verificou-se ser possível a formulação de uma estratégia de sucesso dentro do segmento de saúde hospitalar, fundamentadas na visão baseada em recursos- RBV.
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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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Wahbi, Akbar, and Adrian Tawai. "STRATEGI BERSAING MEDIA ONLINE DALAM PESPEKTIF RESOURCE BASED VIEW (RBV)." Jurnal Ilmu Komunikasi UHO : Jurnal Penelitian Kajian Ilmu Komunikasi dan Informasi 8, no. 2 (April 8, 2023): 317–29. http://dx.doi.org/10.52423/jikuho.v8i2.55.
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Perkembangan teknologi informasi saat ini membuat banyak perusahaan media cetak beralih ke media online. Untuk membuat media online bukanlah sesuatu yang sulit. Namun mempertahankan eksistensi agar tetap survive dalam industri media merupakan persoalan bisnis media online saat ini. Untuk itu, agar dapat bersaing Edunews.id harus memiliki strategi untuk memperoleh keunggulan bersaing dalam perspektif resource based view (RBV). Penelitian ini bertujuan untuk menganalisis sumber daya dan kapabilitas yang menjadi keunggulan bersaing. Penelitian ini merupakan penelitian kualitatif, data diperoleh dari data primer berupa observasi dan wawancara dan data sekunder. Dengan menggunakan analisis Valuable, rare, immitable and organization (VRIO) diperoleh hasil penelitian bahwa perusahaan memiliki dua sumber daya dan dua kapabiltas yang dapat dijadikan sebagai keunggulan bersaing.
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Kim, Il-Joong, and Chi-Ho Kim. "Competitive Advantage Strategy of CJ ENM’s TV Drama Business : Focusing on Resource-Based View." Humanities Contents 55 (December 31, 2019): 167–97. http://dx.doi.org/10.18658/humancon.2019.12.167.
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Khizindar, Tariq M., and William K. Darley. "A study of female Middle Eastern entrepreneurs: a resource-based view." Journal of Research in Marketing and Entrepreneurship 19, no. 1 (July 10, 2017): 42–58. http://dx.doi.org/10.1108/jrme-07-2016-0023.
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Purpose Using the resource-focused view of the firm as a theoretical backdrop, this study aims to examine the relationships between entrepreneurial perceptions and two dependent measures (i.e. customer satisfaction outcomes and firm performance). Specifically, the study tests the boundary conditions of the resource-based view (RBV) performance relationship in a Middle Eastern context. Design/methodology/approach The data from 171 female Saudi entrepreneurs are analyzed using structural equation modeling. Findings The research results revealed that marketing capability and financial capability (i.e. financial capital access) have a positive significant effect on both dependent measures. Labor shortage also has a negative significant effect on both dependent variables, whereas operations capability does not show a significant effect on the two dependent measures. To a large extent, the results show that the RBV holds true in the Saudi context. Originality/value The study contributes to the knowledge about the effects of specific human and financial capital, as well as illuminates how marketing capability, financial capital access and labor shortage impact these dependent variables in the unique context of Saudi Arabia among female entrepreneurs, thereby extending the knowledge of the RBV in different contexts. Furthermore, it extends knowledge of the entrepreneurship literature, especially in the area of gender-based entrepreneurship research in developing countries.
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Vasudevan, Hemaloshinee. "RESOURCE-BASED VIEW THEORY APPLICATION ON THE EDUCATIONAL SERVICE QUALITY." International Journal of Engineering Applied Sciences and Technology 6, no. 6 (October 1, 2021): 174–86. http://dx.doi.org/10.33564/ijeast.2021.v06i06.026.
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Background and Objectives: The purpose of this study is to review the resource-based view theory on service quality that contribute to and expand internal resources and services of high quality. Several empirical studies have examined how to apply resource-based view theory to exploiting opportunities in higher education. With the help of this resource-based view theory, urban higher education can apply how to obtain and mobilize additional resources or use existing resources more efficiently and effectively to increase the productivity of existing resources to improve the quality of education services. Perhaps providing high-quality service based views are hampered by a lack of resources for urban education institutions and new ventures, and for them to survive, the resource constraints should address effectively. The issue in this paper is how the RBV theory or concept is to be studied in urban higher education so that researchers and organizations can benefit from this perspective. Methodology: The RBV framework was used to delimit the review so that the research method used in this paper is an empirical approach through a study of journals and supporting journals related to the topic under study. This paper evaluated and reviewed several empirical studies in terms of methodology and strategy that used to apply and implement the resourcebased view theory to improve the service based view quality of students' retention. Many articles indicated quantitative methods as the method strategy, but restrictions showed qualitative and mixed methods that should be concerned in future research. Findings: This article's literature search aimed at obtaining a usable sample of recently published papers to provide a sense of the conceptual gaps, knowledge gaps, methodological gaps and problem gaps in several resource-based (RBV) industries, but lesser are using in education. The dynamics and heterogeneity in this field of science encourage university researchers to develop and strengthen RBV theory. With this development, the concepts and theories of management are expected to be useful for academics. Recommendation & Limitation: On the critical reviews above, specific recommendations may in future serve as the key to enriching resource-based views. In this article, mixed and qualitative methods should be used to obtain accurate results. Additional attention should be paid to future research into higher education institutional resources, and integrate tangible and intangible resources into organizational capacity. Conclusion & Contribution: Resource-based view theory appears to have the capability to leverage resources and create more opportunities with fewer funds when applied to urban systems. One of the biggest contributions of this article is the direct strategy of scholars towards empirical studies and finding of resources as an essential antecedent to service quality and end to educational performance.
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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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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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El Shafeey, Tarek, and Paul Trott. "Resource-based competition: three schools of thought and thirteen criticisms." European Business Review 26, no. 2 (March 4, 2014): 122–48. http://dx.doi.org/10.1108/ebr-07-2013-0096.
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Purpose – The field of research on resource-based competition is full of nuanced terminology and misunderstandings. This has led to confusion, and thus the authors offer a critical review, which provides a structure and clarity to this subject. The paper aims to discuss these issues. Design/methodology/approach – This analysis structures the literature on resources, capabilities, and competences into three distinct schools of thought: the resource-based view (RBV) of the firm, the rational-equilibrium school; the dynamic capability-based view of the firm, the behavioural-evolutionary school; and the competence-based view of the firm, the social constructionist school. Findings – The authors uncover 13 criticisms of the most widely adopted theoretical framework of the RBV of the firm – Valuable-Rare-Imperfectly imitable-Organisation (VRIO). Research limitations/implications – The misinterpretation and neglect of the classic scholarly work may help to explain why the VRIO framework has been elevated from a view to a theory and why it has received so much attention. Practical implications – The authors show how the relative ease of measuring resources as compared to (dynamic) capabilities and (core) competencies has helped raise the profile of RBV. Originality/value – This analysis contributes to management research by illustrating the deviation among the three schools of thought; the authors show how this has contributed to wide terminological confusion and offer a structure to help researchers situate their work within the relevant school of thought.
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Jufri, Ali, Pebi Kurniawan, Mohammad Djadjuli, and Imam Hadiwibowo. "RBV Teori : Kinerja Religius Berbasis Kepribadian Islam dan Perilaku Inovatif Dalam Konseptual." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 4, no. 3 (June 30, 2021): 375–88. http://dx.doi.org/10.31842/jurnalinobis.v4i3.190.
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This study tries to look at developments and emerging issues about resource-based displays. From the point of view of Penrose in 1959 about the need for companies to have competing resources, until Barney's compilation gave rise to a resource-based (RBV) view and valuable, rare, non-replicable, and irreplaceable (VRIN), and organizational (OIN) views in a place that can absorb and use them. Study reviews are used by using literature review studies by reviewing articles that are relevant to the theme. The RBV discussion starts with the 4-dimensional grouping of the RBV model, which is the focus of the renewal. The purpose of this study is to explore behavioral concepts in terms of Islamic personality that encourage innovative motivation so that individual targets can be increased not only because of the visible support for religious or belief in God.
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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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Qiu, Hanxuan. "The Influence of Railways on Urban Development Based on a Resource-Based View." Advances in Economics, Management and Political Sciences 27, no. 1 (November 10, 2023): 57–63. http://dx.doi.org/10.54254/2754-1169/27/20231212.
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As the product of the first Industrial Revolution, the railway has been in existence for a long time and has made an indelible contribution to the urban development of mankind. However, the railways status is declining in some countries, greatly affected by the development of aviation and road technology. In the academia, there is also a lack of analysis of the urban railway. In order to explore the railways status in urban sites and extend the literature of the resource-based view (RBV), this paper will discuss the railways impact especially on the urban sites based on RBV. We choose the city Ganzhou, Jiangxi Province, China, as a case study. Then we compare the data before and after the building of the railway. The comparison is based on the triple bottom line (TBL) principle, which means using three different aspects to show the changes. In the end, we reveal the importance of railway resources and the concrete impact of building a railway on various sites. We also propose some suggestions for building a new railway.
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Chen, Ming-Jer, John G. Michel, and Wenchen Lin. "Worlds Apart? Connecting Competitive Dynamics and the Resource-Based View of the Firm." Journal of Management 47, no. 7 (March 25, 2021): 1820–40. http://dx.doi.org/10.1177/01492063211000422.
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Competitive dynamics (CD) and the resource-based view (RBV) emerged simultaneously from the study of strategy more than three decades ago. The two subfields have advanced since then to occupy established positions in strategic management. Generally, CD is outward-focused and interested in a firm’s moves and countermoves in the marketplace. The RBV looks inward, examining a firm’s internal organizational capabilities, its tangible and intangible resources. They have mostly been investigated independently; with limited exceptions, researchers have yet put together the two pieces of internal capabilities and external competitive profile. Consequently, we have only a fragmented snapshot of the firm’s core strategic elements and behaviors. Here, we compare and contrast the two perspectives along a number of dimensions such as focus of attention and conception of competitive advantage. Based on this understanding, we explore the CD-RBV interface, specifically how central elements of these research streams may be considered jointly to expand our understanding of firm behaviors and outcomes. We highlight limitations and lapses in the literature and suggest directions for future researchers interested in developing new theories connecting the intellectual boundaries of these two important strategy subfields.
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Mansour, Husam, Eeydzah Aminudin, Tahseen Mansour, Nur Izie Adiana Binti Abidin, and Eric Lou. "Resource-Based View in Construction Project Management Research: A Meta-Analysis." IOP Conference Series: Earth and Environmental Science 1067, no. 1 (October 1, 2022): 012057. http://dx.doi.org/10.1088/1755-1315/1067/1/012057.
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Abstract Resource-based view (RBV) is the theory that has been adopted as the theoretical background in construction project management (CPM) research to examine the impact of resources and capabilities on firm performance. Its primary assumption is that firms’ performance and competitive advantages are enhanced by properly utilising valuable resources and capabilities. This paper aims to examine the effect of various constructs and relations used in preceding research by proposing a conceptual framework in the lens of RBV, which combined the multiple paths found in the literature. Then, hypotheses were developed to test the research framework empirically. This paper reports a meta-analysis of 20 journal papers published in the Scopus database in the area of CPM. The findings indicate that all the relationships between resources, capabilities, competitive advantage and performance were verified as significant. Moreover, the review pointed out that using capabilities and sustained competitive advantage in a mediated model is better than the direct effect model. Finally, a flowchart combining all the variables, construct, and paths was developed based on the results.
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Vinekar, Vishnu, and James T. C. Teng. "The Resource-Based View of IT Business Value: Complementary Investments or Embedded Knowledge?" Journal of Information & Knowledge Management 11, no. 01 (March 2012): 1250005. http://dx.doi.org/10.1142/s0219649212500050.
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This paper tests a primary postulate of the Resource-Based View (RBV) of Information Technology (IT) business value. From this perspective, IT is not rare but pervasive, and it is only the combination of investments with other resources that makes the investment inimitable. Therefore, the effect of IT on firm performance cannot be direct effects, but rather firm performance can only be affected when IT expenditures are combined with other investments. This study tests this theory using panel data of large firms spanning seven years. Firm-level data is gathered from Compustat and matched to Information Systems (IS) Budget data. The results do not support the RBV postulate that IT Expenditure cannot have direct competitive advantage but must be combined with expenditure on other assets to effect firm performance. Instead, the results support the opposing hypotheses: IT expenditure and capital expenditures have independent, direct effects on firm revenue as well as firm profit, even in the presence of the interaction variable. The results imply that IT investments may be a source of direct competitive advantage, unlike the postulate of the RBV theorists. This may be because an IT system has embedded knowledge and creates knowledge, making it rare and imperfectly imitable. Rather than investing in generic IT systems and trying to obtain uniqueness from investments in complementary resources, firms can try embedding firm-specific knowledge when designing or modifying their systems and using their systems to create knowledge. This is the first study to test the RBV postulate that value from IT comes only with the combination of IT investments and investments in other assets and not from direct effects. By disproving this postulate, this study opens the door to new hypotheses based on knowledge in and from IT systems.
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Duarte Alonso, Abel, and Alessandro Bressan. "A resource-based view of the firm and micro and small Italian wine firms." International Journal of Wine Business Research 28, no. 4 (November 21, 2016): 349–68. http://dx.doi.org/10.1108/ijwbr-12-2015-0051.
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Purpose The purpose of this paper is twofold. First, the resource-based view (RBV) of the firm is adopted to explore the most important resources among micro and small firms operating in Italy’s wine industry. Second, the study incorporates a SWOT analysis to examine perceived strengths, weaknesses, opportunities and threats based on the perceptions of owners and managers of these firms. Design/methodology/approach An online questionnaire was designed to gather both quantitative and qualitative data from Italian wineries; a total of 211 firms participated in the study. Findings Product quality, managerial/staff capabilities, knowledge, reputation, service quality and the territory/region emerge as most important resources, clearly aligning with the attributes of the RBV, namely, valuable, rare, imperfectly imitable and (non)substitutable resources. However, based on the RBV, the future-sustained competitive advantage is threatened by, among other factors, the firm’s finances, competition, red tape and the complexity of increasing sales. Originality/value Fundamentally, the research contributes to micro and small enterprise literature, and to the limited number of studies that have used the RBV of the firm in the context of micro and small wineries. This theoretical framework is used among wineries of one of the world’s leading wine producing nations. Some dimensions of this country’s wine industry have received limited academic attention. In addition, the study provides practical value in identifying resources, limitations, and threats at a time when micro and small wineries are seeking to develop or increase their international presence.
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Hamdoun, Mohamed. "The antecedents and outcomes of environmental management based on the resource-based view." Management of Environmental Quality: An International Journal 31, no. 2 (February 18, 2020): 451–69. http://dx.doi.org/10.1108/meq-12-2019-0280.
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PurposeDrawing on the resource-based view (RBV), the aim of this research is to identify the main antecedents and outcomes of environmental management in the literature.Design/methodology/approachA systematic literature review was conducted to analyze and synthesize the articles published in peer-reviewed journals indexed in the Scopus database until 2018 based on inclusion and exclusion criteria.FindingsThe systematic literature review identified the main antecedents and outcomes of environmental management. The main antecedents are resources and capabilities, institutional and stakeholders' pressures, firm size, and role of managers. The main outcomes are competitive advantage, firm performance particularly financial performance, economic performance, and environmental performance, and resources and capabilities. Furthermore, this paper offers guidance for further research on the subject.Practical implicationsThis research may assist professionals by understanding the factors that foster the implementation of environmental management practices and their benefits. In addition, the findings are useful for policymakers in taking effective institutional measures in order to offer a conducive context for environmental sustainability.Originality/valueThis research illustrates the state of the art of the main antecedents and outcomes of environmental management in the literature based on the RBV and then determines research gaps in order to offer new and interesting research perspectives.
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Aisyah, Hesty, Sari Puspita, and Elizamiharti Elizamiharti. "RESOURCE-BASED VIEW: STRATEGI UMKM DI SUMATERA BARAT UNTUK MENCAPAI KEUNGGULAN KOMPETITIF." JMD : Jurnal Riset Manajemen & Bisnis Dewantara 5, no. 2 (December 1, 2022): 109–20. http://dx.doi.org/10.26533/jmd.v5i2.1029.
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West Sumatra has a number of MSMEs that tend to increase every year. However, these MSMEs are still lacking confidence because of the limitations they have, such as difficulties in funding, lack of technological tools to support operational activities, and lack of knowledge in the scope of business strategy. This research is a type of empirical research in the form of a literature study originating from five previous studies. The keywords used in the selection of articles were: 1) 2019-2020 criteria, 2) discussing MSMEs, 3) using the Resource-Based View (RBV) strategy, 4) using the VRIO theory (valuable, rare, inimitable, organization). From the research results, it was found that RBV with VRIO analysis contributed positively to MSMEs in gaining competitive advantage. Valuable, rare, imitability and organization are internal assets or resources owned by tangible and intangible MSMEs. VRIO optimally contributes to competitive advantage if applied together to strengthen one another.
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Babelytė-Labanauskė, Kristina. "Re-exploring Seminal Works on Resource-Based View and Resource Dependence Theory: The Case of Entrepreneurial Research Organization." Management of Organizations: Systematic Research 87, no. 1 (June 1, 2022): 21–42. http://dx.doi.org/10.2478/mosr-2022-0002.
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Abstract A core idea to strategic management is resource management, differentiating between an inward resource perspective and an outward resource view. Historically, this was the front line in interpreting organizational resources for the formation and execution of strategy. However, this paper questions whether this dichotomy is still an appropriate approach to conceptualize resource management. By reviewing the seminal works that formed the resource-based view (RBV) and resource dependence theory (RDT), possibilities for cross-fertilization can be indicated. Specifically, this paper re-examines Edith Penrose’s pioneering work “The Theory of the Growth of the Firm” (1959) and Jeffrey Pfeffer and Gerald R. Salancik’s book “The External Control of Organizations” (1978) for complementarities. By integrating the ideas of resources as well as entrepreneurship and framing them within the context of entrepreneurial research organizations, a novel, yet analytical space for synthesis of RBV and RDT is presented.
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Kim, Hwan Jin. "The Comparative Effects of Transaction Cost Economics and Resource Based View: A Technological Alliance Motivational Perspective." International Journal of Business and Social Research 6, no. 5 (June 27, 2016): 64. http://dx.doi.org/10.18533/ijbsr.v6i5.925.
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<p>This paper examines the impact of two main alliance motivation theories, transaction cost economics (TCE) and resource based view (RBV), on alliance processes among Korean manufacturing high-tech ventures. Results show that TCE and RBV are complimentarily explaining the formation of inter-firm alliances. TCE variables are more related with alliance partner characteristics while RBV is more linked with partner capabilities. Both show positive effects on performance. No significant effect is found on determining an alliance governance structure. While selecting appropriate technological alliance partners show positive effects on performance, no significant effect is found between alliance governance structure and performance. Factors of both theories impacting each alliance stage and analytical explanations of such impacts are discussed.</p>
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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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Arif and Gian Riksa Wibawa. "Strategi Pengembangan Industri Kreatif Kerajinan Rajapolah Melalui Pendekatan Resource Based View (RBV)." JKBM (JURNAL KONSEP BISNIS DAN MANAJEMEN) 9, no. 1 (November 30, 2022): 108–19. http://dx.doi.org/10.31289/jkbm.v9i1.8419.
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UMKM Rajapolah is one of the areas in Tasikmalaya which produces handicrafts from mendong, pandanus and water hyacinth plants. Products from this handicraft have long been in demand by various groups of local tourists and have succeeded in penetrating the international market. The number of business actors engaged in the industry is currently 939 MSMEs. This study aims to identify resources and capabilities through value chain activities in creating sustainable competitive advantage in the Rajapolah handicraft industry. The research method used in this study is qualitative. Data collection was carried out by means of semi-structured interviews which were freer in finding research problems and distributing questionnaires. The sampling method used is the snowball technique by producing 5 respondents. The results of the study state that the external analysis of Porter's Five Forces shows that the attractiveness of the Rajapolah craft industry is less attractive. The level of sales of Rajapolah handicrafts has not returned to normal since the pandemic emerged, this is supported by the fact that 63% of MSMEs have difficulty running company operations. Based on the internal analysis of the value chain produces 9 resources and 13 capabilities in increasing customer value.
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Nikolaou, I. E., K. Tasopoulou, and K. Tsagarakis. "A Typology of Green Entrepreneurs Based on Institutional and Resource-based Views." Journal of Entrepreneurship 27, no. 1 (January 12, 2018): 111–32. http://dx.doi.org/10.1177/0971355717738601.
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This article examines the key factors that stimulate entrepreneurs to invest in green entrepreneurship. To answer this, a typology has been developed to first clarify the general categories of green entrepreneurs and second to identify the types of incentives that affect each category of green entrepreneurs to move into green entrepreneurship. The proposed context of theoretical analysis is based on two schools of thought: the resource-based view (RBV) and institutional theory. The findings offer various interesting types of green entrepreneurs and incentives that affect their decisions which are dependent on the extent of significance of institutional and resource-based factors. Some types of green entrepreneurs seem to be purely affected by institutional context, while other types of green entrepreneurs invest in green entrepreneurship merely to reach individual strategic, innovation and competitive advantage goals (i.e., RBV). Finally, some entrepreneurs prefer to engage in green entrepreneurship ventures mainly to satisfy idealistic expectations.
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Luján Salazar, Luis Armando. "The Resource-Based View and The Concept of Value: The Role of Emergence in Value Creation." Mercados y Negocios, no. 35 (February 7, 2017): 27–46. http://dx.doi.org/10.32870/myn.v0i35.6265.
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This theoretical paper deals with the concept of value. It asserts that value is the only and necessary condition in the resource-based view (RBV). It also argues that no resource or strategy is valuable per se: it is related to a configuration of resources, routines, and embedded assets. For example, concerning the RBV attribute of imitation, we can ask to what extent a valuable resource is independent of the rest of resources, and by extension, to what extent a configuration of resources is rare by itself. This paper discusses the emergence of value and it is embeddedness in a configuration of resources. Revising the concept of value could challenge the other main conditions in the RBV: rarity and cost of imitation, impossibility to replace with strategic substitutes. If the relations of these attributes with the rest of the resources are taken into account, we might have a better understanding of how value emerges and how a firm’s resources and capabilities are related with the creation of value.
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Burt, Ronald S., and Giuseppe Soda. "Network Capabilities: Brokerage as a Bridge Between Network Theory and the Resource-Based View of the Firm." Journal of Management 47, no. 7 (February 6, 2021): 1698–719. http://dx.doi.org/10.1177/0149206320988764.
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We accomplish three tasks here: (a) We highlight the lack of cross-fertilization between research on network theory and the resource-based view of the firm (RBV). (b) We sketch by analogy what we believe should be a productive bridge between network brokerage as a core concept in network theory and integrating resources as a core concept in RBV. (c) Network brokerage quickly introduced, we distinguish and illustrate three levels to the proposed network-RBV analogy: tight integration of resources (closed networks for learning-curve efficiency), loose integration of resources (brokered clusters for resilience to market vicissitudes), and recombinatory integration of resources (broker leadership for innovation and robust response to market shock).
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Volberda, Henk W., and Emre Karali. "Reframing the Compositional Capability: A Resource-Based View on ‘A Composition-Based View of Firm Growth’." Management and Organization Review 11, no. 3 (September 2015): 419–26. http://dx.doi.org/10.1017/mor.2015.39.
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This commentary targets the core ideas of the composition-based view (CBV). First, we argue that the deployment of compositional capabilities (CCs) to combine ordinary resources fits the resource-based view (RBV) and that there is therefore no need for a CBV. Second, we argue that the CCs should be presented as a specific type of dynamic capability (DC). We show that even where ordinary resources are being combined, superior combinatory capabilities are needed as competitive advantage cannot otherwise be achieved. Third, we argue that Luo and Child (2015) focused too much on the emerging economy enterprises (EEEs) as the conceptual setting. We conclude with a future research agenda to prepare the ground for research on compositional capabilities within the composition-based view of the firm.
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Cobaito, Francisco Carlos. "Construindo a interação entre o gerenciamento de projetos e a resource-based view-rbv." Revista Eletrônica de Estratégia & Negócios 7, no. 2 (August 26, 2014): 99. http://dx.doi.org/10.19177/reen.v7e2201499-117.
Full textAbstract:
Pode-se considerar que a abordagem da teoria do RBV (Resource-based View), e o ponto de vista da teoria de Gerenciamento de projetos apresentam pressupostos distintos. Enquanto a primeira se volta para o modo como os recursos se comportam para a criação e sustentação de vantagem competitiva, a segunda se dirige aos recursos e competências necessários para maximizar a probabilidade de sucesso de um empreendimento. Ambas, contudo, apoiam-se em pressupostos teóricos que identificam capacidades distintivas e competências essenciais nas organizações. Como objetivo exploram-se os elos entre estas duas teorias. Baseado em um estudo de caso foi possível identificar quais são e como os recursos de valor, sob a ótica da RBV, atuam simultânea e sinergicamente no Gerenciamento de projetos.