TY  - CHAP
AB  - Various authors have brought forth the idea that the increase in context turbulence and the relentless change in today's economic and competitive environments have rendered it essential for an effective firm strategy to combine both value appropriation and value creation (Porter, 1996; Moran & Ghoshal, 1999; Venkataraman & Sarasvathy, 2001; Hitt, Ireland, Camp, & Sexton, 2001b). Nonetheless, the methodological bases and the assumptions that characterize contributions concerning value appropriation and value creation are notably different and in many respects opposite to one another. These profound methodological differences hinder the possibility of a combined consideration of value appropriation and value creation issues within a coherent interpretative framework. By reinterpreting more conventional strategy studies in the light of the Austrian process view, this article builds a process framework which is able to consider and render mutually compatible both value appropriation and value creation within the unitary process of firm development. In addition, the use of the Austrian approach as an interpretative lens enables an evolution and extension of the resource-based theory that consents it, not only to grasp the mechanisms behind value appropriation, but also to suggest new ways of viewing post-industrial firm behavior that help to interpret its dynamic and proactive role in the value creation process.
VL  - 22
SN  - 978-1-84950-340-2, 978-0-76231-200-9/0742-3322
DO  - 10.1016/S0742-3322(05)22006-5
UR  - https://doi.org/10.1016/S0742-3322(05)22006-5
AU  - Mocciaro Li Destri Arabella
AU  - Battista Dagnino Giovanni
ED  - Gabriel Szulanski
ED  - Joe Porac
ED  - Yves Doz
PY  - 2005
Y1  - 2005/01/01
TI  - The Development of the Resource-Based Firm Between Value Appropriation and Value Creation
T2  - Strategy Process
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 153
EP  - 188
Y2  - 2024/05/06
ER  -