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Resource-based competitiveness: managerial implications of the resource-based view
Örebro universitet, Handelshögskolan vid Örebro universitet. (Dahméncentrum)ORCID-id: 0000-0001-5408-413X
2010 (engelsk)Inngår i: Strategic Direction, ISSN 0258-0543, E-ISSN 1758-8588, Vol. 26, nr 5, s. 3-5Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose:                           

The purpose of this article is to identify and discuss the practical implications of the resource based-view of the firm.

Methodology:                   

Review of relevant literature.

Findings:                           

A number of recommendations are put forward and the practical implications constitute the main findings of this study.

Practical implications:     

The implications can be summarized by these recommendations: Diversify based on capabilities and not on the markets you are currently serving, focus on creating value together with your customers based on your resources instead of offering a set of products, integrate HRM practices with strategic management processes. The complexity of imitating resources is also discussed.

Originality:                      

Few publications have set out to develop implications of the resource-based view from a CEO’s point of view. This paper provides an easy-to-access review and summary of some of the main implications of the resource-based view.

sted, utgiver, år, opplag, sider
Bradford: MCB Business Strategy , 2010. Vol. 26, nr 5, s. 3-5
Emneord [en]
Resource-based view, Resource-based theory, Diversification, SHRM, Capabilities, Competitiveness
HSV kategori
Forskningsprogram
Humaniora-samhällsvetenskap
Identifikatorer
URN: urn:nbn:se:his:diva-9070DOI: 10.1108/02580541011035375Scopus ID: 2-s2.0-77952125611OAI: oai:DiVA.org:his-9070DiVA, id: diva2:716536
Tilgjengelig fra: 2010-03-14 Laget: 2014-05-10 Sist oppdatert: 2017-12-05bibliografisk kontrollert

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