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The resource‐based view (RBV) has been used on various industry studies. To examine the resources required to thrive in the private housing development sector in Malaysia…
The resource‐based view (RBV) has been used on various industry studies. To examine the resources required to thrive in the private housing development sector in Malaysia, the RBV was similarly utilised. Using a combination of mailed questionnaires and face‐to‐face interviews, the study identified and ranked fourteen resources by virtue of their ability to exploit opportunities and/or neutralise threats, or in short, value. While the ranking of some of the resources echoe similar past industry studies, others interestingly did not, perhaps due to the unique characteristics of the industry, or even country. New players to the industry can take stock of the findings to maximise their chances of success. The paper ends by recommending that the study be repeated in Malaysia, this time with many more respondent, to confirm the findings. It also proposes that similar studies be conducted in other countries to enable cross‐country comparisons to be made.
Using the resource‐based view, a study was conducted to identify resources required to successfully compete in the Malaysian housing development industry. Data was…
Using the resource‐based view, a study was conducted to identify resources required to successfully compete in the Malaysian housing development industry. Data was collected using postal questionnaires and interviews. From the statistical tests done on the data, it was found that variation in certain firm characteristics influenced the value the respondents attached to certain resources. In addition, the more housing segments the developers operated, the more emphasis are given to organisational strategy and policies. There is an inverted‐U relationship between product diversification and trade secrets and innovation, with the maximum value at four housing segments. The housing developers that practise strategic management emphasised significantly more on management expertise and experience than those that did not. No variation in the value attached to resources was found when the other two firm characteristics, i.e. legal status and geographical diversification, were examined. Given the small number of companies that participated in the study, the results should be treated with circumspect. What the study provided though are grounds for more in‐depth study to be conducted.