A Dynamic Resource-based View of the Interaction between Technological Resources, Corporate Diversification and Performance

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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Relationship Management, Competitive Advantage and Performance of Hotels: A Resource-Based View

Journal of African Business ◽

10.1080/15228916.2021.1924573 ◽

2021 ◽

pp. 1-19

Author(s):

Daniel Ofori ◽

Christina Appiah-Nimo

Keyword(s):

Competitive Advantage ◽

Relationship Management ◽

Resource Based View ◽

And Performance

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Organizational Learning and Green Innovation: Does Environmental Proactivity Matter?

Sustainability ◽

10.3390/su10103737 ◽

2018 ◽

Vol 10 (10) ◽

pp. 3737 ◽

Cited By ~ 4

Author(s):

Yali Zhang ◽

Jun Sun ◽

Zhaojun Yang ◽

Shurong Li

Keyword(s):

Emerging Economies ◽

Dynamic Capabilities ◽

Corporate Sustainability ◽

Capability Development ◽

Green Innovation ◽

Resource Based View ◽

Green Product Innovation ◽

And Performance ◽

Green Process Innovation ◽

Internal Stakeholders

Emerging economies face the challenge of striking a balance between development and the environment. To adapt to the changes, organizations must develop dynamic capabilities for green innovation and corporate sustainability. Based on a resource-based view integrated with contingency and stakeholder theories, this study examines how strategic contingency makes differences in the transformation between learning and performance resources through innovation efforts. Oriented toward external and internal stakeholders, respectively, learning resources comprise absorptive capacity and transformative capability, innovation efforts include green product innovation and green process innovation, and performance resources contain green image and competitive advantage. Depicting their mediating relationships moderated by environmental proactivity, the research model is supported by survey observations collected from over 300 organizations in China. Environmentally proactive organizations are found to have more balanced dynamic capability development than those that are more reactive. To optimize green innovation, therefore, organizations need to embrace an ecological strategy and engage employees in learning.

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Corporate Diversification And Organizational Structure: A Resource-Based View

Academy of Management Journal ◽

10.5465/256783 ◽

1996 ◽

Vol 39 (2) ◽

pp. 340-367

Author(s):

Constantinos C. Markides ◽

Peter J. Williamson

Keyword(s):

Organizational Structure ◽

Corporate Diversification ◽

Resource Based View

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Data-driven supply chain capabilities and performance: A resource-based view

Transportation Research Part E Logistics and Transportation Review ◽

10.1016/j.tre.2017.04.002 ◽

2018 ◽

Vol 114 ◽

pp. 371-385 ◽

Cited By ~ 42

Author(s):

Wantao Yu ◽

Roberto Chavez ◽

Mark A. Jacobs ◽

Mengying Feng

Keyword(s):

Supply Chain ◽

Data Driven ◽

Resource Based View ◽

And Performance

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Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls

Sustainability ◽

10.3390/su11123241 ◽

2019 ◽

Vol 11 (12) ◽

pp. 3241 ◽

Cited By ~ 2

Author(s):

Juan Manuel Ramon-Jeronimo ◽

Raquel Florez-Lopez ◽

Pedro Araujo-Pinzon

Keyword(s):

Export Performance ◽

Management Control ◽

Mediating Effect ◽

Relationship Building ◽

Customer Relationship ◽

Behavior Control ◽

Resource Based View ◽

And Performance ◽

Building Capability ◽

The Impact

Following the resource-based view, this research empirically explores the role of formal and informal management control in mobilizing export resources to develop export capabilities, influencing the export performance of small and medium-sized enterprises (SMEs) in an interorganizational relationship context. Empirical data were collected using a survey administrated online to finance managers in Spanish SMEs which use foreign intermediaries to access export markets. In this setting, evidence mainly suggests, first, that management control systems (MCSs) play a relevant mediating role between the effect of, on the one hand, resources on capabilities, and, on the other hand, resources and capabilities on performance. Second, that MCSs and capabilities play a interrelated double mediating effect between the impact of resources on performance; more specifically, a significant double indirect effect is found (1) between financial resources, behavior control, customer relationship building capability and performance, and (2) between physical resources, behavior control, customer relationship building capability and performance.

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