Search results
1 – 10 of over 110000The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational premises, and…
Abstract
Purpose
The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational premises, and models of the resource‐advantage theory of competition.
Design/methodology/approach
The paper uses a personal retrospective approach.
Findings
The paper finds that six key events influenced the development of resource‐advantage theory: B.J. “Bud” LaLonde emphasizes the works of Alderson; Rob Morgan suggests an article on the resource‐based theory of the firm; Roy Howell suggests a presentation on R‐A theory; Randy Sparks shows a “socialist calculation” article; Kim Boal suggests the Journal of Management Inquiry as a publication outlet; and Bob Phillips discusses his work on “firm effects vs industry effects”. The paper then relates each of the six events to the paths, routes, or procedures that are often proposed as (or reported to be) likely to lead to the development of theories.
Originality/value
By providing the evolutionary history of resource‐advantage theory, the paper provides implications for developing marketing theories.
Details
Keywords
Shelby D. Hunt and Caroline Derozier
Determining the strategic thrust of the firm, it may be argued, is the principal task of top management. This task is aided by recent theories of business and marketing strategy…
Abstract
Determining the strategic thrust of the firm, it may be argued, is the principal task of top management. This task is aided by recent theories of business and marketing strategy, including the normative imperatives based on industry factors, resource factors, competences, market orientation, and relationship marketing. Choosing wisely from among the various theories of strategy requires an accurate understanding of the contexts of competition. This article argues that resource‐advantage theory, an evolutionary, disequilibrium‐provoking process theory of competition, provides that understanding. That is, resource‐advantage theory grounds theories of business and marketing strategy.
Details
Keywords
Dennis B. Arnett and Sreedhar Madhavaram
This paper seeks to explicate a dynamic theory of competition, i.e. the resource‐advantage theory of competition, with the aim of developing a theoretical foundation for the…
Abstract
Purpose
This paper seeks to explicate a dynamic theory of competition, i.e. the resource‐advantage theory of competition, with the aim of developing a theoretical foundation for the eclectic paradigm of foreign production.
Design/methodology/approach
The paper is conceptual in approach.
Findings
The paper develops a set of five criteria that should be met by any theory that attempts to ground the eclectic paradigm. In addition, it demonstrates that the resource‐advantage theory of competition meets all of these criteria.
Research limitations/implications
By providing a theoretical foundation for the eclectic paradigm of foreign production, the paper provides researchers with a broader perspective from which to investigate multinational enterprise competition.
Originality/value
The usefulness of frameworks, such as the eclectic paradigm of foreign production, is limited when they are not grounded in positive theories. By grounding the eclectic paradigm of foreign production, this paper enhances the paradigm's usefulness.
Details
Keywords
Romina Gómez-Prado, Aldo Alvarez-Risco, Jorge Sánchez-Palomino, Berdy Briggitte Cuya-Velásquez, Sharon Esquerre-Botton, Luigi Leclercq-Machado, Sarahit Castillo-Benancio, Marián Arias-Meza, Micaela Jaramillo-Arévalo, Myreya De-La-Cruz-Diaz, Maria de las Mercedes Anderson-Seminario and Shyla Del-Aguila-Arcentales
In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior…
Abstract
In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.
Details
Keywords
Shelby D. Hunt and Sreedhar Madhavaram
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…
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.
Details
Keywords
John E. Bell, Diane A. Mollenkopf and Hannah J. Stolze
This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of closed‐loop…
Abstract
Purpose
This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of closed‐loop supply chain management is examined as a means for creating resource advantages that can lead to marketplace competitive advantages.
Design/methodology/approach
The research extends previous theoretical research, integrating natural resource scarcity and closed‐loop supply chain management for the first time. Resource‐advantage theory is employed as the theoretical lens for the research model and propositions.
Findings
The findings deepen understanding of the forces that create natural resource scarcity conditions in the supply chain, and highlight the need for higher order closed‐loop capabilities that have the ability to mitigate natural resource scarcity.
Research limitations/implications
The theoretical model and six research propositions suggest relationships between natural resource scarcity, closed‐loop capabilities, and firm level performance that need to be tested empirically. Future research opportunities and methodologies are suggested.
Practical implications
Growing natural resource scarcity is already having a major impact on many firms and industries; therefore, this research has significant managerial implications due to supply risks and potential disruptions caused by insufficient natural resources in current and future supply chains.
Originality/value
This paper seeks to increase discussion about natural resource scarcity and bring it into focus as a relevant supply chain topic related to closed‐loop supply chain capabilities and the internal firm level resources needed to ensure performance in a changing world.
Details
Keywords
Resource‐advantage theory is an interdisciplinary, evolutionary, process theory of competition that is proving to be extraordinarily provocative. A General Theory of Competition…
Abstract
Resource‐advantage theory is an interdisciplinary, evolutionary, process theory of competition that is proving to be extraordinarily provocative. A General Theory of Competition: Resources, Competences, Productivity, Economic Growth pulls together many of the articles that develop the theory. This article provides a brief overview of resource‐advantage theory, reports on two queries that have been raised by the theory’s critics, responds to the two queries, and extends an invitation to readers.
Details
Keywords
The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better…
Abstract
The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better quantification and stronger measures in marketing, has lead to increased interest in the assessment, quantified where possible, of the provision of value through buyer–seller relationships. This paper identifies dimensions of value provision through relationships in business markets with specific emphasis on the intangible aspects of value, which are important to long-term competitive advantage. The provision of value to the seller is the prime focus in this paper. The paper discusses the meaning of both tangible and intangible relationship value and the interplay between them and notes the importance of assessing the intangible part of the value, particularly the part which derives from the human aspects of the relationship. Despite their importance, the human aspects of relationships and their contribution to value is a sparse topic among researchers. The paper compares and evaluates potentially useful relationship and value conceptualizations. The paper discusses studies of relationship value and then outlines the results of a recent line of empirical research into the provision of value by a buyer to a seller that utilizes a framework synthesized from the intellectual capital literature. This recent research conceptualizes the potential for a seller's relationship with a buyer to provide intangible value to the seller in terms of, first, the resources available in the buyer and second, the capabilities of the buyer's boundary personnel to aid in facilitating the flow of those resources to the seller. The paper also includes the softer human aspects in the dimensions of value. These latter aspects are important to a full assessment of value. The paper concludes with a discussion of aspects of intangible relationship value that need further elucidation and will thus provide opportunities for future research.
Ken A. Smith, Satish P. Vasudevan and Mohan R. Tanniru
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…
Abstract
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.
Details