A resource‐based view of the firm¶
Why this mattered¶
TBD
Abstract¶
Abstract The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth‐share matrices, the concepts of resource position barrier and resource‐product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective.
Related¶
- enables → Dynamic capabilities: what are they? — Wernerfelt's resource-based view supplied the firm-resource foundation that dynamic capabilities extend to changing environments.
- enables → Firm Resources and Sustained Competitive Advantage — Wernerfelt's resource-based view enables Barney's sustained-advantage theory by identifying firm resources as the unit of competitive analysis.
- enables → Dynamic capabilities and strategic management — The resource-based view enabled dynamic capabilities by identifying firm-specific resources as the strategic assets that capabilities reconfigure.
- cite ← Dynamic capabilities: what are they? — Dynamic capabilities extends Wernerfelt's resource-based view by explaining how firms renew and recombine valuable resources over time.
- cite ← Firm Resources and Sustained Competitive Advantage — Barney's 1991 VRIN framework operationalizes Wernerfelt's 1984 claim that firm-specific resources can be the basis of competitive advantage.
- cite ← Dynamic capabilities and strategic management — Dynamic capabilities theory builds on the resource-based view by focusing on how firms renew and reconfigure valuable resources over time.