Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition

Abstract

Purpose

The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action.

Design/methodology/approach

After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action.

Findings

This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory.

Practical implications

The conceptual frameworks developed in this paper have great potential for facilitating managerial action.

Originality/value

Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.

Citation

Hunt, S.D. and Madhavaram, S. (2012), "Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition", Journal of Business & Industrial Marketing, Vol. 27 No. 7, pp. 582-591. https://doi.org/10.1108/08858621211257356