Over the last two decades the resource-based view (“RBV”) has become dominant in the strategic management field. It has often been observed that the RBV is lacking in the dynamic dimension. For example, processes of building competitive advantages by means of combining existing complementary...

A typical approach to studying capabilities in the operations management literature is to assess the intended or realized competitive operational performance and their contribution to business and organizational objectives. While it is crucial to identify the operational performance that helps...

There is an ongoing debate on how firms can simultaneously generate resource-based and relational rents, i.e., how they can benefit from increasingly specialized knowledge and resources on the one hand, while also fulfilling relation-specific demands for adaptation that allow them to benefit...

The use of resource-based theory (RBT) in marketing research has increased by more than 500% in the past decade, which suggests its importance as a framework for explaining and predicting competitive advantages and performance outcomes. This article provides a comprehensive review of RBT,...

Drawing on the resource-based view, we propose a configurational perspective of how IT assets and capabilities affect firm performance. Our premise is that IT assets and IT managerial capabilities are components in organizational design, and, as such, their impact can only be understood by...

The resource-based perspective on firm diversification, subsequent to Penrose (1959), has focused primarily on the fungibility of resources across domains. We make a clear analytical distinction between scale-free capabilities and those that are subject to opportunity costs and must be allocated...

The resource-based view (RBV) has been around for over 20 years - during which time it has been both widely taken up and subjected to considerable criticism. The authors review and assess the principal critiques evident in the literature, arguing they fall into eight categories. The conclude the...

State-owned companies are typically trapped in a bureaucratic system that means they expe-rience difficulties undertaking changes and adapting to environmental changes. Whenever these com-panies attempt a strategic maneuver, a series of complex bureaucratic procedures must be followed. As a...