Worlds Apart? Connecting Competitive Dynamics and the Resource-Based View of the Firm

2021 ◽  
pp. 014920632110004
Author(s):  
Ming-Jer Chen ◽  
John G. Michel ◽  
Wenchen Lin
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Focus Of Attention ◽  
Competitive Dynamics ◽  
Organizational Capabilities ◽  
Resource Based View ◽  
Intangible Resources ◽  
Central Elements ◽  
And Behaviors ◽  
Compare And Contrast

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; rarely have researchers 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.

scholarly journals KEUNTUNGAN KOMPETITIF ORGANISASI DALAM PERPSEKTIF RESOURCES BASED VIEW (RBV)

2015 ◽  
Vol 11 (2A) ◽  
pp. 1
Author(s):  
Leonardus Ricky Rengkung
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Firm Growth ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Organization Level ◽  
Highly Correlated ◽  
The Relationship

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).

Dynamic Capabilities

Management ◽  
2020 ◽  
Author(s):  
Anja Tuschke ◽  
Emma Buellet
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Evolutionary Economics ◽  
Empirical Work ◽  
Sustainable Competitive Advantage ◽  
Vast Number ◽  
Resource Based View ◽  
Dynamic Capabilities Perspective

As a relatively young, yet flagship discipline of strategic management, dynamic capabilities research has emerged as one of the central perspectives exploring the foundations of the achievement of sustainable competitive advantage, especially in the context of dynamic environments. Dynamic capabilities are deeply rooted in, and sometimes seen as an extension of, the resource-based view of the firm. The notion that competitive advantage both stems from the exploitation of current capabilities and the development of new ones was already vaguely conceptualized by prominent contributors of the resource-based view such as Edith Penrose and Birger Wernerfelt. However, the idea that there are special capabilities—dynamic capabilities—enabling organizations to build, integrate, or reconfigure their internal and external resource and competence base, was formerly conceptualized in the late 1990s as a separate yet connected stream of research (see Teece, et al. 1997—cited under Seminal Papers—which is titled “Dynamic Capabilities and Strategic Management”). The dynamic capabilities perspective is also strongly connected to evolutionary economics. This is why the field has focused for some time on the exploration of semi-automatic and path-dependent routines as the foundation of dynamic capabilities. However, proponents of the behavioral theory of the firm have criticized this approach and integrated the deliberate human element in the dynamic capabilities perspective (for an overview of the theoretical assumptions underpinning the dynamic capabilities perspective, see the article “Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance”—Augier and Teece 2009, cited under Conceptual Refinements). As a result, various important debates emerged in the community and the field has been generally criticized for its ambiguity, inconsistency, and conflicting assumptions. This is exemplified by the important number of diverging conceptual contributions to the field, still up to this day, and by the relatively late materialization of empirical work. Nevertheless, the vast number of contributions illustrates the necessity to consider dynamism, which underlies the concept of dynamic capabilities, as a key component of competitive advantage and organizational adaption (see the separate Oxford Bibliographies in Management article “Organizational Adaptation”). The key contributors of the dynamic capabilities perspective in management research are, among others, Kathleen Eisenhardt, Constance Helfat, Margaret Peteraf, David Teece, and Sidney Winter. To support scholars to move toward a theory of dynamic capabilities, this bibliography provides an overview of the field, its origin and developments, while highlighting the conceptual and empirical problems that remain to be solved.

The Resource-Based View and Learning Theory: Overlaps, Differences, and a Shared Future

2020 ◽  
pp. 014920632096773
Author(s):  
Henrich R. Greve
Keyword(s):  
Organizational Learning ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Learning Theory ◽  
Organizational Theory ◽  
Path Dependence ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Technologies ◽  
Organizational Differences

The resource-based view and learning theory have developed independently but still have important areas of theoretical overlap, especially in central assumptions, such as how organizational differences, path dependence, and complex social technologies shape strategy. In addition, they have divergent and complementary theory, with major differences stemming from organizational learning focusing on behaviors rather than resources and organizing its research based on the sources of learning and the triggers of learning. Two research streams in organizational learning with particular implications for the resource-based view are the work on problemistic search and the work on interorganizational imitation. Both are expected to develop quickly as a result of the necessary interaction between research based on organizational theory and strategic management. They are promising areas of investigation for the resource-based view of the firm that can help distinguish the sources of sustainable competitive advantage and the importance of enduring competitive advantage.

Achieving a Sustainable Competitive Advantage: A Resource-Based View of Sport Sponsorship

1997 ◽  
Vol 11 (1) ◽  
pp. 80-96 ◽  
Author(s):  
John Amis ◽  
Narayan Pant ◽  
Trevor Slack
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Theoretical Framework ◽  
Sustainable Competitive Advantage ◽  
Sport Sponsorship ◽  
Resource Based View ◽  
Great Utility ◽  
Management Literature ◽  
International Companies

This study demonstrates that a recent development in the strategic management literature, the resource-based view of the firm, has great utility for furthering our understanding of sport sponsorship. The paper provides a theoretical framework to explain the application of the approach to sponsorship. Illustration and greater insight are then provided through the presentation of two case studies. These are used to identify the salient characteristics of agreements made by two international companies, each of which has been extensively involved in sport sponsorship but with varying degrees of success. The resource-based approach is used to demonstrate that the disparate returns of the companies' sponsorship investments could have been anticipated. As such, as well as providing a conceptual extension to the sponsorship literature, the paper also offers a route for more empirical analyses of potential sponsorship opportunities.

Moral Resources and Competitive Advantage

2019 ◽  
Vol 16 ◽  
pp. 81-102
Author(s):  
K. Matthew Gilley ◽  
Sergio Palacios ◽  
Christopher J. Robertson ◽  
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Student Learning ◽  
Additional Insight ◽  
Resource Based View ◽  
Simple Tool ◽  
A Priority ◽  
Enhance Student Learning

The cultivation of an organization’s moral resources has become a priority for many executives who understand that such resources are key to competitive advantage. Yet, traditional strategic management courses at both the undergraduate and MBA levels generally overlook these resources when discussing the resource-based view of the firm. We propose that moral resources be discussed in strategic management classrooms to provide additional insight for students about the critical nature of such resources. We also provide a simple tool for faculty to use in the classroom to stimulate discussion and enhance student learning in this important area.

scholarly journals Knowledge and strategic management

2012 ◽  
Vol 52 (No. 3) ◽  
pp. 101-106 ◽  
Author(s):  
J. Hron
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Current Development ◽  
Resource Based View ◽  
Management Knowledge ◽  
Recent Developments ◽  
Tacit And Explicit Knowledge

The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

scholarly journals Individual decision-making by top executives as a valuable resource for strategic management – A resource-based view and dynamic capability approach

2015 ◽  
pp. 2-14
Author(s):  
José Francisco Enriquez de la O
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Dynamic Environment ◽  
Complete Information ◽  
Individual Decision ◽  
Business World ◽  
Resource Based View ◽  
Individual Decision Making ◽  
High Level

Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in today’s business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.

Linking Intangible Resources and Competitive Advantage

2019 ◽  
pp. 307-319
Author(s):  
Orlando Lima Rua
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Significant Influence ◽  
Textile Industry ◽  
Quantitative Approach ◽  
Business Growth ◽  
Policy Makers ◽  
Cost Leadership ◽  
Multiple Factors ◽  
Intangible Resources

The purpose of this chapter is to analyze the linkage between intangible resources and competitive advantage. The author uses a quantitative approach based on a survey data from 247 Portuguese small and medium-sized enterprises (SMEs) from the textile industry. Findings suggest that intangible resources have a positive and significant influence on competitive advantage, either by cost leadership or differentiation. This chapter presents further evidences of the strategies that SMEs managers should pursue and policy makers should promote. This study deepens our understanding and provides novel insights into strategic management literature, since it combines multiple factors and has obtained the importance of each construct in SMEs business growth.

scholarly journals Manajemen Strategi : Kajian Teori Resource Based View

2021 ◽  
Vol 12 (3) ◽  
pp. 447-454
Author(s):  
Rima Elya Dasuki
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Research Method ◽  
Point Of View ◽  
Internal Environment ◽  
Main Study ◽  
Resource Based View ◽  
Dynamic Skills ◽  
A Company

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

scholarly journals The distinctiveness of family-firm intangibles: A review and suggestions for future research

2011 ◽  
Vol 17 (2) ◽  
pp. 268-287 ◽  
Author(s):  
Jolien Huybrechts ◽  
Wim Voordeckers ◽  
Nadine Lybaert ◽  
Sigrid Vandemaele
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Research Agenda ◽  
Family Firms ◽  
Empirical Literature ◽  
Future Research ◽  
Resource Based View ◽  
Intangible Resources ◽  
Future Research Agenda

AbstractWe review the theoretical and empirical literature on the resource-based view in the context of family businesses using a framework of intangible resources. This approach allows us to structure the present research on value-adding resources in family firms into four clearly distinct groups – organizational culture, reputation, human capital and networks – and provides us with the opportunity to examine the interactions of these intangible resources. We use these relationships to offer a future research agenda that is focused on the creation of competitive advantage through the combination and recombination of these resources.

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