Resource-based theory and its link to the global strategy, structure, and performance relationship: an integrative framework

The European Global Strategy (EUGS) is a significant document that came out at a critical time. Decision makers and scholars need to identify and assess the challenges the EU is facing in its effort to pursue its new Strategy. This paper addresses the lack of a tool for identifying those challenges and assessing the EU's ability to respond to them by introducing a new analytical framework based on the conceptualization of the EU as a small power in the international system, and the literature about the international relations of small states. The framework combines the factors that impact upon a small state's behaviour and performance in the international system and consists of the following elements: a) the EU's relations with the great powers in the system, b) developments in the EU's neighbourhood, c) the EU's politics, and d) the EU's reputation. After discussing each one of them, the paper contributes a comprehensive assessment of the EU's ability to implement its Strategy. It concludes that in order to implement its Strategy, the EU should respond to specific challenges. Therefore, the framework this paper introduces can improve our understanding of both the EUGS and the Union's strengths and weaknesses, shed some light on what measures should be taken for the Union to respond to challenges that lie ahead and be used as a yardstick to assess the Union's progress. Moreover, the framework can be applied to other areas of the EU's external action and contribute to both drafting better informed strategic documents and supporting their implementation.

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Toward a Universal Account of Country-Induced Predispositions: Integrative Framework and Measurement of Country-of-Origin Images and Country Emotions

Journal of International Marketing ◽

10.1177/1069031x19857692 ◽

2019 ◽

Vol 27 (3) ◽

pp. 43-59 ◽

Cited By ~ 7

Author(s):

Florian Kock ◽

Alexander Josiassen ◽

A. George Assaf

Keyword(s):

International Marketing ◽

Country Of Origin ◽

Integrative Framework ◽

Additional Testing ◽

Composite Nature ◽

And Performance

Understanding how consumers use a product’s country-of-origin (COO) cue is fundamental to explaining their behavior in a globalized marketplace. While the study of COO is one of the most popular topics in international marketing, the ambiguity regarding its conceptualization, composite nature, operationalization, and measurement deserves further scrutiny. The authors propose an integrative framework that unites two separate areas of research on the COO cue: performance-related COO images and performance-unrelated country emotions. The authors reconcile diverse existing perspectives from both areas into the overarching country-induced predispositions model. Conceptualizations and measurement approaches for the model’s five components are developed and empirically validated across three countries and with five COOs. The model offers researchers and managers with an interest in the COO cue a flexible and operational roadmap, with scales both for in-depth analyses and parsimonious additional testing.

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Learning in Virtual Teams

The Oxford Handbook of Group and Organizational Learning ◽

10.1093/oxfordhb/9780190263362.013.36 ◽

2018 ◽

pp. 622-634 ◽

Cited By ~ 1

Author(s):

Yuqing Ren

Keyword(s):

Virtual Teams ◽

Social Presence ◽

Team Learning ◽

Common Ground ◽

Shared Knowledge ◽

Team Members ◽

Storage And Retrieval ◽

Integrative Framework ◽

Shared Identity ◽

And Performance

This chapter reviews and integrates the latest research on team learning and virtual teams to understand the challenges associated with how team members learn and improve performance when working across distance. Team learning is defined as changes in a team’s knowledge and performance as a function of members gaining experiences of working with one another. This chapter presents an integrative framework that links challenges in virtual teams (lack of informal, spontaneous communication, lack of social presence, lack of common ground, reduced team cohesion and identification, lack of trust, lack of shared knowledge and understanding) to four key team learning processes (knowledge acquisition, sharing, storage, and retrieval). Three remedies are proposed to overcome the challenges through a strong shared identity, the choice of effective collaboration technologies, and timely teamwork interventions.

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Mind the perception gap

International Journal of Physical Distribution & Logistics Management ◽

10.1108/ijpdlm-09-2017-0302 ◽

2019 ◽

Vol 49 (1) ◽

pp. 33-51 ◽

Cited By ~ 11

Author(s):

Dawei Lu ◽

Sobhan Asian ◽

Gurdal Ertek ◽

Mete Sevinc

Keyword(s):

Supply Chain ◽

Performance Management ◽

Research Approach ◽

Empirical Reality ◽

Content Type ◽

Integrative Framework ◽

Service Companies ◽

Service Supply Chain ◽

Perception Gap ◽

And Performance

PurposeA perception gap refers to the differences in perception among the stakeholders regarding any aspect of the supply chain relationship. The purpose of this paper is to investigate the perception gap among service supply chain partners relating to the relative importance of key performance indicators (KPIs) and the association of this gap with service performance.Design/methodology/approachThis paper presents an integrative framework that combines statistical methods and data envelopment analysis for computing perception and performance gaps, and for identifying the association between the gaps. The study follows a middle-range theorizing research approach where general inferences are induced from instances, and a theory can be developed from the observation of empirical reality.FindingsAnalysis of data from a leading global insurance service supply chain suggests that perception gap exists and can be recognised as a factor associated with performance gaps. The results suggest that the perception gap not only affects performance but can also be tracked as a meta-KPI to improve performance throughout the service supply chain.Practical implicationsThe key implication of the presented research is that service companies can identify and resolve the differences in perceptions regarding the importance of the KPIs, by methodologically computing the gaps and tracking them as meta-KPIs.Originality/valueThe study extends the theoretical boundary of supply chain performance management by introducing the perception and performance gaps as novel meta-KPIs. These meta-KPIs can be computed through the integrative framework developed in the study.

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Notice of Retraction: An exploratory research on the formation and performance of Sino-foreign joint venture based on the Resource Based Theory

2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC) ◽

10.1109/aimsec.2011.6011428 ◽

2011 ◽

Author(s):

Huiming Cai

Keyword(s):

Joint Venture ◽

Exploratory Research ◽

And Performance ◽

Resource Based Theory

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THE ROLES OF HUMAN RESOURCES, INFORMATION TECHNOLOGY, AND MARKETING KNOWLEDGE CAPABILITIES IN PERFORMANCE: AN EXTENSION OF THE RESOURCE-BASED THEORY PERSPECTIVE

Social Behavior and Personality An International Journal ◽

10.2224/sbp.2008.36.9.1269 ◽

2008 ◽

Vol 36 (9) ◽

pp. 1269-1282 ◽

Cited By ~ 3

Author(s):

Yi-Feng Yang

Keyword(s):

Information Technology ◽

Human Resources ◽

Empirical Research ◽

Positive Performance ◽

New Findings ◽

Hierarchical Interaction ◽

Improved Performance ◽

And Performance ◽

The Relationship ◽

Resource Based Theory

For some time now, the resource-based theory (RBT) has been used as a perspective in understanding the relationship between resources (or capabilities) and performance; however, there is a dearth of empirical research shedding light on why some firms successfully use their capabilities while others do not. Thus, in this study the effects on performance of three resource variables were investigated: human resources (HR), information technology (IT), and marketing knowledge (MK). Results showed: the positive performance of IT, MK, and HR capabilities (β = .275, .254, and .027, p < .01, respectively); and exploratory results with multiple hierarchical/interaction regressions suggested that two- and three-way interactions enhanced performance. These new findings suggest that these three capabilities are important business resources since they significantly improved performance.

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Analysis of Foundations of Resource-Based Theory

Revista Ibero-Americana de Estratégia ◽

10.5585/ijsm.v13i2.2092 ◽

2014 ◽

Vol 13 (2) ◽

pp. 10-24

Author(s):

António José Pinto Pedrosa ◽

Fernando Manuel Pereira Oliveira Carvalho

Keyword(s):

Decision Making ◽

Competitive Advantage ◽

Strategic Decision ◽

Strategic Decision Making ◽

Business Managers ◽

Economic Sectors ◽

Conceptual Approach ◽

Resources And Capabilities ◽

And Performance ◽

Resource Based Theory

The assumptions of the resource-based theory (RBV) are often tested using an approach centered on the heterogeneity of resources, allowing only identify specific resources or capabilities that should be exploited to achieve competitive advantage. In this paper we use a conceptual approach seeking to test whether value, rare and inimitable combinations of resources and capabilities, rather than their specificity, achieve competitive advantage and performance. The results obtained from 368 questionnaires validated by business managers of several Portuguese economic sectors show that the increase in value, rarity and inimitability of the combinations tested, raises the company's competitive advantage, and that performance is achieved by this route. The findings are of interest for the development of the field of strategic management and for managers enabling strategic decision-making based on valuable, rare and inimitable company`s resources and capabilities combinations.

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The European Union and the Global Arena: In Search of Post-Brexit Roles

Politics and Governance ◽

10.17645/pag.v7i3.2133 ◽

2019 ◽

Vol 7 (3) ◽

pp. 83-92

Author(s):

Michael Smith

Keyword(s):

Role Theory ◽

External Action ◽

Global Strategy ◽

The European Union ◽

Foreign Policies ◽

And Performance ◽

The Uk ◽

Global Arena ◽

The Impact ◽

The Eu

This article explores the issues faced by the EU in developing its international roles post-Brexit, using a combination of discursive analysis and role theory to investigate the development and performance of roles in a number of linked arenas. Central to this analysis is the assumption that whatever form Brexit takes, the EU and the UK will remain closely entangled, and thus that the post-Brexit role assumed by the UK will shape the evolution of EU external action. But a key task for analysis is to place the impact of Brexit into the array of wider forces affecting EU external action, and this is a key aim of the article. The article begins by exploring the discourses of globalism characteristic of UK and EU foreign policies, as focused by the debates about ‘global Britain’ and EU global strategy since 2015. It then introduces a simple framework for considering the roles conceived and performed by the EU, and their potential impact in the post-Brexit world. The article then considers three areas of EU external action, and the ways in which they might be shaped by a post-Brexit world: trade and development, transatlantic relations and security and defence policy. The conclusion discusses the implications of the cases, especially in relation to the conversion of discursive role constructs into performable roles—a problem central to EU external action—and concludes that whilst the impact of Brexit will be significant, it is likely to be less fundamental than the impact of the challenges faced by the EU in the global arena more broadly.

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