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Piotr Wójcik

Abstract

The dynamic capabilities view posits that a firm’s success is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a competitive advantage. The dynamic capabilities perspective has attracted much scholarly attention in the last two decades, as reflected in the proliferation of conceptual and research articles in the strategic management literature. Knowledge about the relationship between dynamic capabilities and other theoretical concepts within the strategic management field remains limited. This paper therefore synthesizes the literature and uses it to develop a more clear relationship between notions of dynamic capabilities, resources, assets, competencies and static capabilities. Potential areas of future research are also outlined.

Open access

Anna Rymaszewska

Abstract

This paper addresses the needs of SMEs manufacturing companies which due to their limited resources are often unable to introduce radical changes in their strategies. The main focus is on analyzing the principles of lean manufacturing and management regarding their potential contribution to building a company's competitive advantage. The paper analyses lean from a strategic management viewpoint while combining its implementation with achieving a competitive advantage. The ultimate result is a framework for lean implementation aimed at building a competitive advantage for companies. The proposed framework focuses on the idea of a closed loop with embedded sustainability.

Open access

Gabriel J. Costello

Abstract

The purpose of this paper is to contribute to the literature on theories of the firm and argues for the importance of an innovation-based view (IBV). In doing so, it examines the incumbent management theories of the firm, resource-based view (RBV), knowledge-based view (KBV) and dynamic capabilities, considering the recent developments in the academic literature and in the nature of the firm. The research approach of abduction (conceiving of theory) proposed by Peirce and described by Van de Ven is used. A conceptual framework that incorporates the growing influence of information and communications technology and open innovation on the characteristics of the firm is developed. The managerial tradition that originated in the scholarship of Edith Penrose is used to develop the framework, as opposed to the lens of economic ‘black box’ theories.

Open access

Shaobo Wei and Kwok-Kee Wei

Abstract

Drawing upon the resource-based and relational view, this study examines how the three types of IT competencies (i.e., IT objects, IT operations, and IT knowledge) differentially affect firm performance and how such effects are moderated by interorganizational communication (IOC). We test the hypotheses of interest with data collected from 258 firms in China. The results of hierarchical regression analysis reveal that IT operations and IT knowledge significantly improve firm performance, while IT objects are found to be insignificant. In addition, the moderating effect of IOC on the relationship between the three types of IT competencies and firm performance varies across diffenent types of IT competencies. Specifically, IOC positively moderates the relationship between both IT operations and IT knowledge and firm performance. However, the moderating effect of IOC on the relationship between IT objects and firm performance is not significant.

Open access

Dominyka Venciūtė

Abstract

Whereas the application of social media marketing has been trending in business, the theoretical research that analyses the phenomenon of social media marketing is to some extent lagging behind. In practice, social media marketing is often viewed as a customer relationship management (CRM) tool or technique and not as a capability. This paper builds on the theories of the resourced-based view (RBV) and dynamic capabilities to explore the concept of social media marketing capability. The aim of this paper is to redefine the phenomenon of social media marketing capability and to contribute to the existing literature. In addition, it urges firms to look into social media marketing not only as a tool or technique, but also as an organizational capability.

Open access

Karolina Szymaniec-Mlicka

Summary

The resource-based view has an established position in the strategic management of a public organisation. However, it is not given much attention in the area of public governance, focusing instead on analysing the impact of a single resource on an organisation’s performance. This article attempts to fill this gap by analysing the impact of strategic orientation adopted by an organisation on its performance. In addition, the analysis also covers the impact of the approach to stakeholder relations management adopted by an organisation on its performance. Studies were conducted on public healthcare entities, using a survey questionnaire and quantitative methods. The obtained results indicate that a resource-based view to strategic thinking has an impact on an organisation’s performance (negative correlation). A positive correlation, on the other hand, exists between the approach to stakeholder relations management adopted by an organisation and its performance.

Open access

Karolina Szymaniec-Mlicka

Summary

The resourced-based view has been widely used and appreciated in strategic management of private organizations. It is not, however, particularly popular in public management, although, as pointed out by the literature, it may be the solution to environmental turbulences that public organizations also have to face. This article focuses on presenting a review of to-date research relating to the use of resource-based view in the management of public organizations

Open access

Robert Celec and Dietfried Globocnik

Abstract

This paper aimed to identify success factors of export performance for small and medium-sized enterprises (SMEs). Drawing on the resource-based view, the dynamic capability view, and international entrepreneurship theory, we extracted relevant assets, capabilities, and postures at the firm level. An extended benchmarking method was applied to empirically test the proposed success factors with a cross-sectional sample of 99 Slovenian SMEs. The results highlight the crucial role of management competence, financial and human resources, market orientation, negotiation flexibility, and a proactive and risk-taking posture to achieve superior export performance.

Open access

Karolina Mazur

Summary

Isolating mechanisms as sustainability factors of resource-based competitive advantage Strategic resources which fulfill conditions of VRIN generate extraordinary profits for organizations. The possibility of these long-term profits (rents) to achieve can be protected by isolating mechanisms. These mechanisms can be different but the most important are causal ambiguity, lead time, path dependency, the role of history, socially complex links and the time compression diseconomies. These mechanism can be WIM and AIM type (based on willingness or ability). They can be also analyzed on individual, organizational or social levels. The article presents the case study which supports available systems of mechanism categorization.

Open access

Aldona Frączkiewicz-Wronka and Karolina Szymaniec

Abstract

Resource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.

Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.