Foundational RBV work suggests that firms possess capabilities that represent strengths and others that represent weaknesses. In contrast, contemporary research has examined capability strengths while largely ignoring weaknesses. Addressing this oversight, we examine the direct and integrated...

Foundational RBV work suggests that firms possess capabilities that represent strengths and others that represent weaknesses. In contrast, contemporary research has examined capability strengths while largely ignoring weaknesses. Addressing this oversight, we examine the direct and integrated...

The entrepreneurial process drives economic activities in the formal economy; however, little is known theoretically about how the entrepreneurial process works in the informal economy. To address this theoretical gap, we employ a multi-level perspective integrating entrepreneurship theory...

Although resources are instrumental to a competitive advantage, management must effectively bundle and deploy an organization's resources for an advantage to be realized. Despite their importance, little research has examined these managerial actions. Using a sample of competitive dyads, we...

We address current criticisms of the RBV (oversight of dynamism, environmental contingencies, and managers' role) by linking value creation in dynamic environmental contexts to the management of firm resources. Components of the resource management model include structuring the resource...

Dynamic managerial capabilities focus on managers' resource-related decisions. Asset orchestration, a central component of dynamic managerial capabilities, highlights the importance of integrating (matching) resource investment and deployment decisions. Building on these recent theoretical...

We propose a model of cultural differences and international alliance performance to explain the ambiguous findings regarding the influence of national culture differences on alliance performance. Building on research on national, organizational, and professional cultures, we argue that the...

Strategic entrepreneurship (SE) involves simultaneous opportunity-seeking and advantage seeking behaviors and results in superior firm performance. On a relative basis, small,entrepreneurial ventures are effective in identifying opportunities but are less successful in developing competitive...

The appropriate resources are necessary but insufficient to achieve a competitive advantage. Resources must also be managed effectively. Herein, we develop a resource management process model composed of three components that can lead to a competitive advantage. These components include the...