scholarly journals Strategically Comparing Selected Major College Basketball Powerhouses Through The Resource Based View Of The Firm

2011 ◽  
Vol 4 (4) ◽  
Author(s):  
David P. Synowka ◽  
Alan D. Smith ◽  
Dean R. Manna
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Sport Management ◽  
Intangible Assets ◽  
National Level ◽  
Organizational Cultures ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Strategic Assets ◽  
The University

<p class="MsoBodyText" style="text-align: justify; line-height: normal; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">The key to sustaining a competitive advantage through effective management is working with people.<span style="mso-spacerun: yes;">&nbsp; </span>Especially dealing with sport management and marketing, concepts such as organizational culture and reputation are identifying strategic assets that are intangible resources.<span style="mso-spacerun: yes;">&nbsp; </span>These concepts form the basis on the strategic theory behind the Resource-based View (RBV) of the firm.<span style="mso-spacerun: yes;">&nbsp; </span>Strategic assets are intangible since they are inherently hard to duplicate, since duplication requires the inputs of how an object reacts with all the senses.<span style="mso-spacerun: yes;">&nbsp; </span>Intangible assets are, by their very nature, &lsquo;unknowable&rsquo; in the purest sense and, thus, difficult to duplicate.<span style="mso-spacerun: yes;">&nbsp; </span>In addition, intangible assets are rare in that the variations that will be found within will be profound from owner to owner.<span style="mso-spacerun: yes;">&nbsp; </span>The organizational cultures and reputations of the Duke University and the University of Cincinnati were compared, since they have petitions for national level basketball, but radically different organizational cultures.<span style="mso-spacerun: yes;">&nbsp; </span>What constitutes organizational culture in one organization will have differences not present in another&rsquo;s culture, thus allowing for some teams to maintain a sustainable competitive advantage.</span></span></p>

scholarly journals Top Management Team Attraction As A Strategic Asset: A Longitudinal Simulation Test Of The Resource Based View

2011 ◽  
Vol 22 (3) ◽  
Author(s):  
Michael D. Michalisin ◽  
Steven J. Karau ◽  
Edward Conrad
Keyword(s):  
Competitive Advantage ◽  
Top Management Team ◽  
Strong Support ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Strategic Assets ◽  
Over Time

<p class="MsoNormal" style="text-align: justify; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">The Resource Based View&rsquo;s (RBV) main prescription is that strategic assets are sustainable sources of superior industry returns. In the current research, we examined the ability of top management team attraction (TMTA) to operate as a strategic asset and produce sustainable competitive advantage. We used a longitudinal study of 83 simulation teams functioning as top management teams of competing airlines to demonstrate that top management team attraction was positively associated with superior returns, and that this relationship increased over time. Our study benefits both theorists and managers. The key implication for theorists is that TMTA can positively impact firm performance over time, thereby providing strong support for the RBV. The key implication for managers is that taking steps to enhance TMTA and team dynamics can create competitive advantage for their firms.</span></span></p>

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

Green Organizational Culture: An Exploration of Dimensions

2021 ◽  
pp. 097215092110498
Author(s):  
Priyanka Aggarwal ◽  
Tanuja Agarwala
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Environmental Sustainability ◽  
Structural Equation ◽  
Discriminant Validity ◽  
Questionnaire Development ◽  
Three Dimensions ◽  
Sustainable Competitive Advantage ◽  
The Impact

Awareness of environmental issues and stakeholder expectations has led organizations to be concerned about the impact of their products, processes and packaging on the natural environment. Environmental sustainability has become an essential tool for the competitive advantage of firms. Organizations need to bring about cultural transformation to sustain competitive advantage. This orientation has brought green organizational culture to centre stage as firms seek to institutionalize and incorporate environmental focus throughout the organization. The belief that integrating environmental concerns with organizational culture should result in sustainable competitive advantage mandates that firms measure the extent of ‘greening’ of the culture. Literature review reveals that ‘green organizational culture’ has begun to receive attention in recent years. However, a standardized and empirically validated instrument is not available for measuring the extent to which green values are internalized throughout the firm. The present study aims to fill this gap by developing a questionnaire to study green organizational culture (GOC). The model proposed by Harris and Crane (2002 , Journal of Organizational Change Management, vol. 15, pp. 214–234) is used as a basis for questionnaire development. A two-stage method of structural equation modelling in AMOS 23 is employed for data analysis. Exploratory factor analysis in SPSS reveals three dimensions of the construct measured by two items. Confirmatory factor analysis confirms the factor structure. The instrument satisfies the conditions of convergent and discriminant validity and the model fulfils the criteria for model fitness. Measurement of green organizational culture has important implications for creating and reinforcing greening through human resource policies and practices.

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.

OpenSocial

2010 ◽  
pp. 285-295
Author(s):  
Matthias Häsel
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Graph ◽  
Complementary Resources ◽  
Resources And Capabilities ◽  
Social Applications

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

واقع التعلم المنظمي وأثره في تحقيق التمييز التنظيمي - دراسة استطلاعية لعينة من المديرين في المنظمات التعليمية_ جامعة كركوك أنموذجًا

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
هشام عليان ◽  
محمد الجميلي
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Radical Change ◽  
Developed Countries ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Financial Return ◽  
Knowledge Resources ◽  
New Concepts ◽  
The University

In the contemporary business environment, many new concepts have emerged among academic researchers and practitioners in the field of organizations. Perhaps organizational learning was one of the most important concepts that received increasing attention in the last two decades of the last century and the beginning of the current century, especially after the impressive success achieved by many organizations after adopting the organizational learning approach as a process of interaction, extrapolation, exploration and continuous confrontation with environmental challenges, which enables the organization to create Solutions and choosing alternatives that achieve continuous improvement or radical change of their behavior to ensure their survival and competitive advantage, as these concerns coincided with the radical transformations that the world witnessed towards the age of knowledge and information that focuses on investing intellectual assets and tacit knowledge and how to benefit from them and transform them into work contexts and models of behavior that support and modernize discrimination Organizational identifying on an ongoing basis through the process of organizational learning. In line with these transformations, the competitiveness precedence retreated according to the logic of cost and efficiency economics and the achievement of discrimination in front of the new logic of competition represented by possessing the strategic ability to excel and excel and maximizing the value of the customer and stakeholders, which made the view of organizational success shifting from mere financial return or market share targeted to own The strategic capacity of the knowledge that achieves the organization's sustainable competitive advantage, especially through its management of its human and knowledge resources in a way that is difficult for competitors to emulate. These challenges require business organizations to abandon the traditional frameworks and models and to adopt and activate the process of organizational learning as, according to most researchers, the most important source of competitive advantage. If many productive and service organizations in developed countries realize this fact and have achieved high levels of learning to enhance the chances of success, then where are the Iraqi organizations in this, especially since such new concepts are still limited in the cultural vocabulary of these organizations despite their possession of a lot of knowledge and learning applications and They were in unintended ways and methods as learning strategie The research followed the descriptive and analytical approach by designing a questionnaire form prepared for this purpose, and distributed to the research sample (40) of administrative leaders at the University of Kirkuk, and using the statistical program (Spss 19) in data analysis. The research reached a set of conclusions, the most important of which were: that there is a strong and moral correlation between the organizational learning variables and the organizational discrimination variable, and these results coincide with the hypotheses, and the research presented a set of proposals, including the necessity of defining the university administration's goals of organized learning accurately and its future directions in a way that contributes to achieving organizational distinction. to her..

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