TY  - JOUR
AB  - In recent years, resource‐based theory has emerged as one of the most promising theoretical frameworks in the field of strategic management. Unfortunately, past articulations of the theory have adopted a static orientation, with the result that organizational learning ‐ a dynamic process ‐ has been excluded from the discussion. Presents a model designed to incorporate organizational learning effects into the resource‐based view. Then applies the model to a number of case examples to demonstrate the importance of including organizational learning as a component of resource‐based theory. Concludes that organizational learning is itself a strategic capability or resource important to the process of building and maintaining competitive advantage.
VL  - 9
IS  - 6
SN  - 0953-4814
DO  - 10.1108/09534819610150512
UR  - https://doi.org/10.1108/09534819610150512
AU  - Smith Ken A.
AU  - Vasudevan Satish P.
AU  - Tanniru Mohan R.
PY  - 1996
Y1  - 1996/01/01
TI  - Organizational learning and resource‐based theory: an integrative model
T2  - Journal of Organizational Change Management
PB  - MCB UP Ltd
SP  - 41
EP  - 53
Y2  - 2024/05/12
ER  -