Resource based view of the firm
Examples include buildings, plant, equipment, exclusive licences, patents, stocks, land, debtors, employees — generally tangible resources can be touched or felt; they have a physical shape.
Major proponents were Wernerfelt, B.
However, conversations revealed that there was significantly more to the recruitment and training of the graduate engineers than had been captured by this approach. What one company would do, the other could simply follow and no competitive advantage could be achieved.
Given that strategic resources represent a complex network of inter-related assets and capabilities, organisations can adopt many possible competitive positions.
Unlike a process model of performance, the relationship between competence performance and its underpinning resources is not a simple linear relationship. This example shows how resources interact to build a competence and how easily these resources can be destroyed.
Resource based view ppt
Powell, T. In addition, management must invest in organisational learning to develop, nurture and maintain key resources and competencies. Given that strategic resources represent a complex network of inter-related assets and capabilities, organisations can adopt many possible competitive positions. Major proponents were Wernerfelt, B. Ives "In search of sustainability: reaping long-term advantage from investments in information technology," Journal of Management Information Systems 7 1, pp. Due to the different forms of employment and amount of resources, organizations can design different strategies that promote competitiveness in the market. The description of the individual measures and how they relate to the resources is best captured in a table. In contrast, the resource-based view argued that sustainable competitive advantage derives from developing superior capabilities and resources. GKRR plc not its real name , is a major multi-national engineering company who had developed a scheme for recruiting and developing high quality graduate engineers for the group as a whole. Skills, knowledge and experience can also be held or embodied in systems, in-house databases, personal and organisational networks, brands and reputation. Mata, F. A company has a weakness or a low competence activity if it under-performs most competitors on a competitive factor that customers' value.
Ives "In search of sustainability: reaping long-term advantage from investments in information technology," Journal of Management Information Systems 7 1, pp.
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