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2011
Resource-based view (RBV) theory has been discussed in strategic management and Information Systems (IS) for many years. Although many extensions and elaborations of RBV have been published over the years, to a considerable extent, most of them have identified critical resources and investigated the impact of resources on competitive advantage and/or
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Resource-based view (RBV) theory has been discussed in strategic management and Information Systems (IS) for many years. Although many extensions and elaborations of RBV have been published over the years, to a considerable extent, most of them have identified critical resources and investigated the impact of resources on competitive advantage and/or
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Resource- Based View of the Firm
2010It is important to note that resources by themselves typically do not yield a competitive advantage. The organizational capabilities refer to an organization’s capacity to deploy yangible and intangible resources over time and generally in combination, and to leverage those capabilities to bring about a desired end.
Djordjevic, Branislav +3 more
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Resource-based view of sustainability engagement
Global Environmental Change, 2015Abstract This research examines local sustainability planning processes under the label of Local Agenda 21 in Italy from a resource-based view. Two types of resources, municipal (or internal resources) and relational resources, are considered. Relational resources stem from (1) dyadic relationships with higher levels of government and (2) network ...
Jose M. Barrutia, Carmen Echebarria
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Grundzüge des Resource-based-view
1996Nachfolgend gilt es, den wissenschaftlich noch recht unreflektierten Resource-based-view nach der Identifizierung seines historischen Ursprungs auf seine Pramissen und theoretischen Saulen hin zu analysieren, um dann in einem zweiten Schritt einen Bezugsrahmen abzuleiten, der an spaterer Stelle als Grundlage fur die strategische Ausrichtung von Banken ...
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Resource-Based View of Conflict
2018Each side of a conflict is nothing more than a collection of people and resources, all being used to accomplish a single goal. The decisions that each side makes, and the very progression of the war itself, are all the result of the relative types and volumes of resources available and how they are utilized. There are very robust equations that predict
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Resource-Based View of Warfare
2012Now it’s time to bring it all together into a final, unifying tactic. Probably the most significant breakthrough in warfare analysis came from English mathematician Lewis Fry Richardson in his 1948 analysis, when he published a data set called “Statistics of Deadly Quarrels,” 1809–1949.
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Kausalelemente des Resource-based View
2001In der Literatur zum Resource-based View last sich eine zunehmende Vermischung von Pramissen und Erklarungsmechanismen feststellen67. Eine solche Vorgehensweise erscheint bedenklich, weil Kausalstrukturen auf den Pramissen aufbauen. Eine genaue Trennung ist unerlaslich und soll nachfolgend vollzogen werden.
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Resource-based view: paradigm or checklist?
International Journal of Manufacturing Technology and Management, 2000This paper explores the concept of the Resource-Based View (RBV) of strategy development. It presents a historical perspective on the reasons for its growth and then examines its main elements in order to identify its contribution to the strategic process.
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Kräftekonzentration: A Resource-based View
2002Schwerpunktbildung braucht Orientierung. Die will das folgende Kapitel geben und wahlt dafur den „resource-based view“. Kapitel 4.1 fuhrt zur Kernfrage zuruck, worauf Krafte zu konzentrieren sind und stimmt den Leser auf die Ressourcenperspektive ein. Mit ihr macht uns Kapitel 4.2 vertraut.
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The Resource-based View of the Firm
2003Until the early 1980s strategic management was strongly informed by neoclassical economics, and notably the structure-conduct-perform- ance paradigm of industrial organisation economics (IO) (Caves and Porter, 1977; Caves, 1980; Porter, 1980). Broadly speaking the main thesis of IO is that competitive advantage derives from a privileged market position.
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