DOI: 10.1016/s0742-3322(00)17018-4
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Firm resources and sustained competitive advantage

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Cited by 18,573 publications
(27,595 citation statements)
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References 35 publications
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“…In contrast to the first two areas of IOS research, studies of IOS consequences use a broad array of theories. These include the resource-based view of the firm (Barney, 1991), organizational information processing (Tushman & Nadler, 1978), resource dependence (Pfeffer & Salancik, 1978), social network theory (Powell, 1990), population ecology (Hannan & Freeman, 1989), political economy (Benson, 1975), organizational learning (Argyris & Schon, 1978), relational exchange theory (Heide, 1994), institutional theory (DiMaggio & Powell, 1983), structuration theory (Giddens, 1984), and stakeholder salience theory (Mitchell, Agle, & Wood, 1997). The relationships examined are shown in Figure 4.…”
Section: Organizational Consequences Of Ios Usementioning
confidence: 99%
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“…In contrast to the first two areas of IOS research, studies of IOS consequences use a broad array of theories. These include the resource-based view of the firm (Barney, 1991), organizational information processing (Tushman & Nadler, 1978), resource dependence (Pfeffer & Salancik, 1978), social network theory (Powell, 1990), population ecology (Hannan & Freeman, 1989), political economy (Benson, 1975), organizational learning (Argyris & Schon, 1978), relational exchange theory (Heide, 1994), institutional theory (DiMaggio & Powell, 1983), structuration theory (Giddens, 1984), and stakeholder salience theory (Mitchell, Agle, & Wood, 1997). The relationships examined are shown in Figure 4.…”
Section: Organizational Consequences Of Ios Usementioning
confidence: 99%
“…In this respect, IOS research lags trends in the strategic management literature, which views resources like IOS not as static capabilities, but as resources with capabilities whose value may shift over time. Formulated in response to the "resource-based view" of the firm (Barney, 1991), dynamic capabilities theory argues that resource renewal and transformation may be expressed as distinct strategies (Prahalad & Hamel, 1990;Teece, Pisano, & Shuen, 1997). Specifically, dynamic capabilities depend on how firms learn new skills, internal and external forces that enable and constrain learning, and environmental reactions to competition for resources.…”
Section: Consequences Of Iosmentioning
confidence: 99%
“…We found that the Resource Based View -RBV -is the present theory in scientific publications about Big Data, Which Allows us to approach the Big Data resource characteristics described by Barney (1991), is competitive advantage of reach. Resources are rare, valuable, imperfectly imitability and without equivalent (Barney, 1991).…”
Section: Discussmentioning
confidence: 93%
“…Verified the presence of the theories of Dynamic Capabilities (Teece & Pisano, 1994), Transaction cost theory (Williamson, 1981), Evolutionary Theory (Nelson & Winter, 2009) and Resource Based View (Barney, 1991), proposed by Vision based on knowledge (Grant, 1996;Kogut & Zander, 1992). The theoretical dominance, however, is related to the Resource Based View and principles dealing with the competitive advantage.…”
Section: Factor Analysismentioning
confidence: 98%
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