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Journal articles on the topic 'Resource-based view'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 October 2024

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1

Widjajanti, Kesi. "RESOURCE BASED VIEW DAN PEMBERDAYAAN." Jurnal Ekonomi dan Bisnis 11, no. 2 (July 1, 2010): 527. http://dx.doi.org/10.30659/ekobis.11.2.527-539.

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Resource Based View is an important issue correlate to funding source preferences in welfareof the society. There are research gap about the limited study to focus anteceden empowermentprocess toward increase ability society.The concept needs to be clarified by empirical fact.Therefore, this research proposed â€œa research problemâ€: how define the process of improvinga society ability through developing human capital, empowerment process and subject ability.The research object is the society Sumber Rahayu Central Java. The method sampling usesthe non-probability method. The sample of this research includes 104 persons. Statisticalanalysis was used to analyse this data. Descriptive statistic used to describe specificationof the characteristics being investigated. The Structural Equation Modeling (SEM) of SmartPartial Least Square statistical software package was used in modeling and hypothesistesting. Result indicates resource potential changing into a source advantage. The implicationfrom this research contributed in relationship between human capital, empowerment processand society ability.Keyword: Resource, Empowerment, Human Capital, Society Ability

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2

Andersén, Jim. "Resource‐based competitiveness: managerial implications of the resource‐based view." Strategic Direction 26, no. 5 (April 20, 2010): 3–5. http://dx.doi.org/10.1108/02580541011035375.

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3

S. Balashova, Elena, and Elizaveta A. Gromova. "Resource-based view as a perspective management model in Russian reality." Problems and Perspectives in Management 14, no. 2 (June 13, 2016): 325–30. http://dx.doi.org/10.21511/ppm.14(2-2).2016.08.

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Time after time, different economies, such as the world economy or a national economy, are exposed to diverse fluctuations of various origins. The reasons for this can be multifold. Thus, in the context of an economic crisis, staying ahead of competition is vital for any company’s survival. In addition, each year, the global competition becomes tougher. The fundamental question of modern management of an enterprise is how to achieve competitive advantage and hold it. Consequently, the effective management of an enterprise, based on a rational use of resources, comes to the fore. The goal of this research is to analyze one of the models of modern resource management – resource-based view and to relate this model of management to the current state of the Russian economy. Theoretical and practical aspects of the model are presented. Development of the resource-based view at the Russian retail chain – X5 Retail Group is separately allocated. It is the unique practical example of using above mentioned concept in Russia. The possibility of implementing the resource-based view is considered in the context of the current economic situation in the country. Summarizing, resource-based view can become a truly breakthrough strategy in the context of the Russian economic situation

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4

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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5

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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6

Pechlaner, Harald, and Elisabeth Fischer. "Alpine Wellness: A Resource-based View." Tourism Recreation Research 31, no. 1 (January 2006): 67–77. http://dx.doi.org/10.1080/02508281.2006.11081248.

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7

Lynch, Richard. "Resource-based view: paradigm or checklist?" International Journal of Manufacturing Technology and Management 2, no. 1/2/3/4/5/6/7 (2000): 1041. http://dx.doi.org/10.1504/ijmtm.2000.001391.

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8

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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9

Barrutia, Jose M., and Carmen Echebarria. "Resource-based view of sustainability engagement." Global Environmental Change 34 (September 2015): 70–82. http://dx.doi.org/10.1016/j.gloenvcha.2015.06.009.

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10

UYANIK, Meziyet. "Resource-Based View in Marketing Literature." Journal of Business and Management Studies 5, no. 4 (July 2, 2023): 29–39. http://dx.doi.org/10.32996/jbms.2023.5.4.4.

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Since early studies, the resource-based view that emerged in strategic management in the mid-1980s has been used extensively in many different disciplines, such as management and marketing, production management, and supply chain. This view, which focuses on the effects of the resources that businesses have and their ability to use these resources on business performance and gaining competitive advantage, focuses on the characteristics of the resources and capabilities that companies should have to achieve permanent superior company performance and thus to achieve sustainable competitive advantage. This study includes a comprehensive analysis of the resource-based view used to explain firm performance in the marketing literature. For this, first of all, the scope and development of the resource-based view are presented in detail, and then its use in the field of marketing is examined. In the study, the importance of marketing efforts within the scope of resource-based view in achieving a sustainable competitive advantage is discussed. Marketing performance outputs indicate all business activities due to their sphere of influence. For this reason, evaluating the contribution of marketing activities to business performance is one of the important agendas of businesses. In this context, studies evaluating marketing activities within the framework of the resource-based view in the literature were examined, and the contribution of the resource-based view to the marketing literature was reviewed. As a result of the research, it has been seen that the resource-based view is used extensively as a theoretical framework for the effect of marketing activities on the performance of enterprises. In some studies in the field of marketing, the resource-based view is used in association with other theories.

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11

Bromiley, Philip, and Devaki Rau. "Operations management and the resource based view: Another view." Journal of Operations Management 41, no. 1 (December 23, 2015): 95–106. http://dx.doi.org/10.1016/j.jom.2015.11.003.

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12

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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13

Henard, David H., and M. Ann McFadyen. "Resource Dedication and New Product Performance: A Resource-Based View." Journal of Product Innovation Management 29, no. 2 (January 20, 2012): 193–204. http://dx.doi.org/10.1111/j.1540-5885.2011.00889.x.

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14

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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15

Makadok, Richard, Andrew Boysen, Arkadiy V. Sakhartov, Phebo Derk Wibbens, and Brian Wu. "Formal Modeling in the Resource Based View." Academy of Management Proceedings 2020, no. 1 (August 2020): 10286. http://dx.doi.org/10.5465/ambpp.2020.10286symposium.

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16

Verona, Gianmario. "A Resource-Based View of Product Development." Academy of Management Review 24, no. 1 (January 1999): 132. http://dx.doi.org/10.2307/259041.

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17

Elya Dasuki, Rima. "Manajemen Strategi : Kajian Teori Resource Based View." Coopetition : Jurnal Ilmiah Manajemen 12, no. 3 (November 1, 2021): 447–54. http://dx.doi.org/10.32670/coopetition.v12i3.710.

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This paper aims to analyze the framework of the Resource-Based View theory put forward by experts in strategic management, as well as to describe the SWOT framework, especially those related to strengths and weaknesses by identifying what are the strengths and capabilities of the company and avoiding weaknesses for competitive advantage. and is expected to be able to describe the concept of Resource-Based View and analyze the development of Resource-Based View theory in strategic management, and analyze the internal environment from the point of view of strengths and weaknesses that will help the company to be able to take advantage of existing opportunities and be able to avoid possible threats. arise, and analyze the company's capabilities that will affect the final product which includes dynamic skills, capacities, and resources. The research method used is based on a historical approach and literature review from the opinions of experts who discuss the theory of Resource-Based Value, both physical and non-physical in relation to capabilities and competencies in creating superior competitiveness, with the main study based on the opinion of strategic management experts. Mahoney Joseph T, J. Rajendran Pandian, 1992. This paper will be directed to the analysis of various opinions of economists regarding the resource framework that will produce a capability, namely the skills that exist in each individual. competitive of a company

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18

Verona, Gianmario. "A Resource-Based View of Product Development." Academy of Management Review 24, no. 1 (January 1999): 132–42. http://dx.doi.org/10.5465/amr.1999.1580445.

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19

Valentin, E. K. "Swot Analysis from a Resource-Based View." Journal of Marketing Theory and Practice 9, no. 2 (April 2001): 54–69. http://dx.doi.org/10.1080/10696679.2001.11501891.

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20

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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21

McWilliams, Abagail, and Dennis L. Smart. "The Resource-Based View of the Firm." Journal of Management Inquiry 4, no. 4 (December 1995): 309–16. http://dx.doi.org/10.1177/105649269500400402.

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22

Kull, Alexander J., Jeannette A. Mena, and Daniel Korschun. "A resource-based view of stakeholder marketing." Journal of Business Research 69, no. 12 (December 2016): 5553–60. http://dx.doi.org/10.1016/j.jbusres.2016.03.063.

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23

Helfat, Constance E., and Margaret A. Peteraf. "The dynamic resource-based view: capability lifecycles." Strategic Management Journal 24, no. 10 (2003): 997–1010. http://dx.doi.org/10.1002/smj.332.

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24

Bresser, Rudi K. F., and Christian Powalla. "Practical implications of the resource-based view." Zeitschrift für Betriebswirtschaft 82, no. 4 (February 23, 2012): 335–59. http://dx.doi.org/10.1007/s11573-012-0553-4.

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25

Zhuang, Youlong, and Albert L. Lederer. "A resource-based view of electronic commerce." Information & Management 43, no. 2 (March 2006): 251–61. http://dx.doi.org/10.1016/j.im.2005.06.006.

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26

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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Barney, Jay B. "Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view." Journal of Management 27, no. 6 (December 2001): 643–50. http://dx.doi.org/10.1177/014920630102700602.

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The resource-based view can be positioned relative to at least three theoretical traditions: SCP-based theories of industry determinants of firm performance, neo-classical microeconomics, and evolutionary economics. In the 1991 article, only the first of these ways of positioning the resourcebased view is explored. This article briefly discusses some of the implications of positioning the resource-based view relative to these other two literatures; it also discusses some of the empirical implications of each of these different resource-based theories.

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28

Moreno, Valter, José Ricardo Monteiro Pinheiro, and Luiz Antonio Joia. "Resource-Based View, Knowledge-Based View and the Performance of Software Development Companies." Journal of Global Information Management 20, no. 4 (October 2012): 27–53. http://dx.doi.org/10.4018/jgim.2012100102.

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Software development companies face a globalized, highly competitive and turbulent environment, where efficiency, efficacy and innovation capacity are critical for survival. In this context, small and medium enterprises (SMEs) tend to suffer the most due to the scarcity of resources to which they are usually subjected and their dependence on a few more powerful customers. This paper describes the elaboration and test of a model that draws on the resource-based view and knowledge-based view to explain the differences in performance of software SMEs. The analysis of data collected from 265 Brazilian companies suggests that: absorptive capacity contributes significantly to the development of a company’s stock of technological knowledge; the flexibility of the IT infrastructure, managerial capacity, and IT technological knowledge are strong predictors of software development performance; and organizational performance is positively influenced by software development performance and managerial capacity. The implications of these findings are then discussed.

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29

Clulow, Val, Carol Barry, and Julie Gerstman. "The resource‐based view and value: the customer‐based view of the firm." Journal of European Industrial Training 31, no. 1 (January 30, 2007): 19–35. http://dx.doi.org/10.1108/03090590710721718.

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30

Hwang, Jaewon, and Kyoungmi Park. "Impacts of Resource Attributes on Resource Sharing: An Approach from Resource-based View." Journal of the Korea Academia-Industrial cooperation Society 15, no. 10 (October 31, 2014): 6004–13. http://dx.doi.org/10.5762/kais.2014.15.10.6004.

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31

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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32

Lee, Kyoung-Joo, and Yang-Joong Yun. "Reconciling Resource-Based View and Competency-Based View of Start-Up Formation in Universities." IEEE Access 8 (2020): 143274–84. http://dx.doi.org/10.1109/access.2020.3014213.

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Rianawati, Andri, Noviaty Kresna Darmasetiawan, Faizal Susilo Hadi, Joshua Oktavianus, and Carissa Avelinda Utama. "Enhancement of Indonesia’s blue economy sector through innovation and competitive advantage based on Resource-Based View theory." Problems and Perspectives in Management 22, no. 2 (May 3, 2024): 165–81. http://dx.doi.org/10.21511/ppm.22(2).2024.14.

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Indonesia’s blue economy holds immense potential due to the marine ecosystem and maritime area, encompassing the marine fisheries sector, marine tourism, and fisheries influencing the market. Despite this significant potential, these resources have not been optimally utilized to boost economic growth. Therefore, this study aims to investigate the competitive advantage of the Blue Economy sector by enhancing the outcomes of the tourism, processing, and sales of fisheries in Indonesia through the Resource-Based View (RBV) theory. The Resource-Based View theory explains the formulation and creation of competitive advantages by utilizing tangible and intangible resources such as innovation, strategy, capability, and culture. This study employs a quantitative method through an online survey with a total of 319 respondents working in the Blue Economy sector, including fisheries, marine product sellers, and marine tourism. The analytical methodology uses Structural Equation Modeling (SEM) with SMART PLS to assess the determination of competitive advantage. The findings of this study show that capabilities, operational capabilities, response capabilities, technological capabilities, innovation culture, innovation strategy, and strategic alignment significantly influence competitive advantage. Moreover, the competitive advantage in the blue economy sector is most influenced by innovation strategy with a beta of 0.375. This suggests that enhancing innovation strategies can positively impact Indonesia’s fisheries industry, as evidenced by fisheries tourism being the largest tourism sector in Indonesia, competing with international tourism. Additionally, Indonesia’s fisheries sector is a major contributor to exports. Acknowledgment The authors would like to thank all the stakeholders, including entrepreneurs, government officials, and academics, for their willingness to provide in-depth information on maritime matters in North Sulawesi and other assistance essential for the success of this study.

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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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35

Hart, Stuart L. "A Natural-Resource-Based View of the Firm." Academy of Management Review 20, no. 4 (October 1995): 986. http://dx.doi.org/10.2307/258963.

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GASSMANN, OLIVER, and BARBARA BECKER. "TOWARDS A RESOURCE-BASED VIEW OF CORPORATE INCUBATORS." International Journal of Innovation Management 10, no. 01 (March 2006): 19–45. http://dx.doi.org/10.1142/s1363919606001387.

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Corporate incubators for technology development are a recent phenomenon whose functioning and implications are not yet well understood. The resource-based view can offer an explanatory model on how corporate incubators function as specialised corporate units that hatch new businesses. While tangible resources, such as the financial, physical and even explicit knowledge flow, are all visible, and therefore easy to measure, intangible resources such as tacit knowledge and branding flow are harder to detect and localise. Managing the resource flow requires the initial allocation of resources to the corporate incubator during its set-up as well as a continuous resource flow to the technology venture and, during the harvest phase, also from it. Two levels of analysis need to be distinguished: (1) the resource flow between the corporate incubator and the technology venture and (2) the resource flow interface between the corporate incubator and the technology venture. Our empirical findings are based on two phases: First, in-depth case studies of 22 companies through 47 semi-structured interviews that were conducted with managers of large technology-intensive corporations' corporate incubators in Europe and the U.S., and second, an analysis of the European Commission's benchmarking survey of 77 incubators.

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37

Jacobsen, Lowell. "On Robinson, Penrose, and the resource-based view." European Journal of the History of Economic Thought 20, no. 1 (May 31, 2011): 125–47. http://dx.doi.org/10.1080/09672567.2011.565355.

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38

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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39

Hart, Stuart L. "A Natural-Resource-Based View of the Firm." Academy of Management Review 20, no. 4 (October 1995): 986–1014. http://dx.doi.org/10.5465/amr.1995.9512280033.

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40

Lado, Augustine A., Nancy G. Boyd, Peter Wright, and Mark Kroll. "Paradox And Theorizing Within The Resource-Based View." Academy of Management Review 31, no. 1 (January 2006): 115–31. http://dx.doi.org/10.5465/amr.2006.19379627.

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41

Shum, Paul, and Grier Lin. "A resource-based view on entrepreneurship and innovation." International Journal of Entrepreneurship and Innovation Management 11, no. 3 (2010): 264. http://dx.doi.org/10.1504/ijeim.2010.031901.

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42

Kazeminia, Ali. ""A Dynamic, Resource-Based View of the Firm"." Academy of Management Proceedings 2014, no. 1 (January 2014): 12043. http://dx.doi.org/10.5465/ambpp.2014.12043abstract.

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43

Barney, Jay B., and Alison Mackey. "Text and metatext in the resource-based view." Human Resource Management Journal 26, no. 4 (November 2016): 369–78. http://dx.doi.org/10.1111/1748-8583.12123.

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Lockett, Andy, and Andrew Wild. "Bringing history (back) into the resource-based view." Business History 56, no. 3 (August 15, 2013): 372–90. http://dx.doi.org/10.1080/00076791.2013.790371.

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Gavronski, Iuri, Robert D. Klassen, Stephan Vachon, and Luis Felipe Machado do Nascimento. "A resource-based view of green supply management." Transportation Research Part E: Logistics and Transportation Review 47, no. 6 (November 2011): 872–85. http://dx.doi.org/10.1016/j.tre.2011.05.018.

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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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Abstract:

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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Levitas, Edward, and Hermann Achidi Ndofor. "What to Do With the Resource-Based View." Journal of Management Inquiry 15, no. 2 (June 2006): 135–44. http://dx.doi.org/10.1177/1056492606287796.

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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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Runyan, Rodney C., Patricia Huddleston, and Jane L. Swinney. "A resource‐based view of the small firm." Qualitative Market Research: An International Journal 10, no. 4 (September 11, 2007): 390–402. http://dx.doi.org/10.1108/13522750710819720.

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Govan, Paul, and Ivan Damnjanovic. "The Resource-Based View on Project Risk Management." Journal of Construction Engineering and Management 142, no. 9 (September 2016): 04016034. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001136.

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