MULTI-LEVEL INFLUENCES ON FIRM PERFORMANCE: INSIGHTS FROM THE RESOURCE-BASED VIEW AND STRATEGIC GROUPS RESEARCH

Abstract

The resource-based view of the firm and strategic groups research are two of the most investigated frameworks in strategic management. Historically, assumptions behind these two views have seemingly put them at odds. The resource-based view of the firm argues that sustained competitive advantage is best attained when firms have unique resources, while strategic groups research argues that a number of firms within the same industry can achieve sustained profitability with strategies that are similar to one another, but distinct from other industry members. The two views focus on different levels of analysis and each largely ignores the other’s focal level. Yet neither offers any propositions that are incompatible with the tenets of the other. Thus, conceptual integration that crosses levels of analysis is possible and potentially fruitful. Indeed, some strategic groups research has begun to bridge the gap between these two theories by suggesting that firm differences exist both within and between strategic groups. This article adopts a multi-level view by developing propositions concerning contingencies when firm differences, group processes, or both may lead to sustained competitive advantage. Implications for practitioners as well as suggestions for future theory building and empirical tests are also discussed.

Citation

Short, J.C., Palmer, T.B. and Ketchen, D.J. (2003), "MULTI-LEVEL INFLUENCES ON FIRM PERFORMANCE: INSIGHTS FROM THE RESOURCE-BASED VIEW AND STRATEGIC GROUPS RESEARCH", Dansereau, F. and Yammarino, F.J. (Ed.) Multi-Level Issues in Organizational Behavior and Strategy (Research in Multi-Level Issues, Vol. 2), Emerald Group Publishing Limited, Leeds, pp. 155-187. https://doi.org/10.1016/S1475-9144(03)02010-1