The Resource-Based View as a Foundation for a Market Segmentation Theory: Development of Theoretical Constructs and a Conceptual Framework

2014 ◽  
pp. 190-194
Author(s):  
Karsten Sausen ◽  
Torsten Tomczak
Keyword(s):  
Conceptual Framework ◽  
Market Segmentation ◽  
Theory Development ◽  
Resource Based View

scholarly journals Classification and Measurement of the Firms’ Resources and Capabilities Applied to Eco-Innovation Projects from a Resource-Based View Perspective

2018 ◽  
Vol 10 (9) ◽  
pp. 3161 ◽  
Author(s):  
Pilar Portillo-Tarragona ◽  
Sabina Scarpellini ◽  
Jose Moneva ◽  
Jesus Valero-Gil ◽  
Alfonso Aranda-Usón
Keyword(s):  
Natural Resources ◽  
Conceptual Framework ◽  
Case Studies ◽  
Corporate Sustainability ◽  
Policy Makers ◽  
Resource Based View ◽  
Depth Analysis ◽  
Innovation Projects ◽  
Resources And Capabilities

Interest from academics, policy–makers and practitioners in eco-innovation has increased as it enables the optimization of the use of natural resources improving competitiveness and it provides a conceptual framework for corporate sustainability. In this context, this paper provides an in-depth analysis and a wide classification of the specific indicators for the integrated measurement of eco-innovation projects in business from a resource-based view (RBV). The specific metrics were tested to measure the economic-financial and environmental resources and capabilities applied by five Spanish firms to eco-innovation projects, selected as case studies.

The Business Value of E-Collaboration

2010 ◽  
pp. 144-154 ◽  
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

An Approach to Normative Segmentation

1978 ◽  
Vol 15 (3) ◽  
pp. 338-345 ◽  
Author(s):  
Vijay Mahajan ◽  
Arun K. Jain
Keyword(s):  
Conceptual Framework ◽  
Market Segmentation ◽  
Resource Constraints ◽  
Allocation Of Resources ◽  
Market Segments ◽  
Use Of Resources

In current approaches to normative market segmentation, development of segments and allocation of resources to these segments are considered as two independent steps. The result may be infeasible or suboptimal segmentation schemes which contribute to inefficient use of resources. The authors propose a conceptual framework wherein the market segments are developed within the managerial, institutional, and resource constraints. Mathematical formulations and illustrative examples are provided.

scholarly journals THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON SMEs PERFORMANCE IN GHANA: THE ROLE OF SOCIAL CAPITAL AND GOVERNMENT SUPPORT POLICIES

2020 ◽  
Vol 22 (2) ◽  
pp. 99-114
Author(s):  
Solomon Gbene Zaato ◽  
Mohammad Ismail ◽  
Sathiswaran Uthamaputhran ◽  
Wilberforce Owusu-Ansah
Keyword(s):  
Social Capital ◽  
Social Network ◽  
Conceptual Framework ◽  
Entrepreneurial Orientation ◽  
Government Support ◽  
Resource Based View ◽  
Five Dimensions ◽  
The Social ◽  
The Impact

The primary purpose of this study was to propose a conceptual framework on the impact of entrepreneurial orientation (EO) on SMEs performance in Ghana: The role of social capital (SC) and government support policies (GSPs). The study re­viewed existing literature pertaining the five dimensions of EO and used measures of SC, and GSPs in relation to SMEs performance in Ghana. This study would be anchored on two theories thus the resource-based view and the social capital theories stressing the need for SMEs to focus more on their unique resources that existed with­in their social network relations. The study would further provide new insight to prac­titioners to understand and appreciate the role of SC and GSPs on SMEs performance

The Relationship between Strategic Resources and Business Performance

2014 ◽  
Vol 2 (1) ◽  
pp. 01-05
Author(s):  
Sitti Syamsiar Muharram ◽  
Sarminah Samad
Keyword(s):  
Human Capital ◽  
Conceptual Framework ◽  
Business Performance ◽  
Relationship Type ◽  
Resource Based View ◽  
Business Survival ◽  
Strategic Resources ◽  
Physical Resources ◽  
Paper Review ◽  
The Relationship

Objective- The paper aims to develop a conceptual framework to study the relationship between strategic resources and business performance. Methodology/Technique - Reviews of published works to explore the concept of strategic resources and business performance. Findings The decisions to put or acquire certain strategic resources are part of the management responsibilities in order to ensure the business survival is not under pressure. There are four components of strategic resources namely: physical resources, technology, reputation and human capital. Novelty This paper demonstrates the relationship between strategic resources and business performance using resource-based view. The conceptual framework can be used by the academics and practitioners to study this relationship. Type of Paper: Review Keywords: Strategic Resources, Business Performance.

The Business Value of E-Collaboration

2011 ◽  
pp. 28-38
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

scholarly journals The resource-based view and marketing: The role of market-based assets in gaining competitive advantage

2001 ◽  
Vol 27 (6) ◽  
pp. 777-802 ◽  
Author(s):  
Rajendra K. Srivastava ◽  
Liam Fahey ◽  
H. Kurt Christensen
Keyword(s):  
Competitive Advantage ◽  
Customer Value ◽  
Business Processes ◽  
Shareholder Value ◽  
Theory Development ◽  
Practice Management ◽  
Competitive Advantages ◽  
Research Directions ◽  
Resource Based View

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.

Sign in / Sign up

Export Citation Format

Share Document