Modern Resource-Based Theory(ies)

Foss, Nicolai J.; Stieglitz, Nils

doi:10.2139/ssrn.1676255

Cited by 12 publications

(23 citation statements)

References 151 publications

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“…In the original formulation, or "high church" RBV (Foss & Stieglitz, 2010;Gavetti & Levinthal, 2004), resources within a firm which have specific characteristics provide the conditions for firm-level sustained competitive advantage (Barney, 1991;Grant, 1991;Peteraf, 1993;Rumelt, 1984;Wernerfelt, 1984). Differentials in the resource base of the firm places emphasis on the competition for resource acquisition in strategic factor markets (Barney, 1986;Wernerfelt, 2010) and in the internal accumulation of resource stocks which have complementarities (Dierickx & Cool, 1989).…”

Section: Resource-based Viewmentioning

confidence: 99%

“…The differences in heritage are also apparent in the anchoring of the RBV in economics, and specifically economic equilibrium (Foss & Stieglitz, 2010); by contrast, the early work in IMP challenged the then mainstream research in B2B marketing and purchasing (see Håkansson, 1982). Nevertheless, there are some similarities, in terms of a shared heritage in Penrose (1959) and terminology used.…”

Section: Resource-based Viewmentioning

confidence: 99%

“…Thus the "low church" part of the RBV explicates different resource classes and views these at different levels (Foss & Stieglitz, 2010), for instance, competences (Prahalad & Hamel, 1990), capabilities (Grant, 1996;Kogut & Zander, 1992) and dynamic capabilities (Eisenhardt & Martin, 2000;Teece, Pisano, & Shuen, 1997).…”

Section: Resource-based Viewmentioning

confidence: 99%

See 2 more Smart Citations

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Baraldi

Gressetvold²,

Harrison

2012

Journal of Business Research

191

204

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Section: Resource-based Viewmentioning

confidence: 99%

Section: Resource-based Viewmentioning

confidence: 99%

See 1 more Smart Citation

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Baraldi

Gressetvold²,

Harrison

2012

Journal of Business Research

191

204

View full text Add to dashboard Cite

“…Nevertheless, it is generally agreed that firms that possess the appropriate knowledge on routines are more efficient, can more easily enhance their performance by altering their resource base, and competitors cannot straightforwardly imitate their practices (Helfat and Peteraf 2003;Foss and Stieglitz 2011).…”

Section: Introductionmentioning

confidence: 99%

“…In this sense, routines reflect past knowledge, and the learnt patterns are drivers of competitive advantage, which is an antecedent of performance (Foss and Stieglitz 2011). An upward shift in performance could be indicative of organizational knowledge enhancements, which are arguably influenced by R&D spending and intangible assets (e.g.…”

Section: Introductionmentioning

confidence: 99%

Benchmarking for routines and organizational knowledge: a managerial accounting approach with performance feedback

Epure

2016

J Prod Anal

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This study proposes a managerial accounting research design that bridges a gap between firm productivity based on frontier techniques and strategic management. In doing so, it operationalizes the theoretical frameworks based on the endogenous components of across-firms heterogeneous resources and routines, which are fundamental for firm performance. The design focuses on industry-level benchmarking to analyze changes in performance and organizational knowledge investments, and proposes some indicators for firm-level strategic benchmarking. An analysis of a 12-year panel of the U.S. technology hardware and equipment industry illustrates the usefulness of the proposals. Findings reveal wider gaps between better and worse performers following economic distress. Increasing intangibles stocks is positively associated with changes in frontier benchmarking, while enhancing R&D spending is linked to frontier shifts. The discussion develops managerial interpretations suitable for control and reward systems.

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The open innovation paradox: knowledge sharing and protection in R&D collaborations

Bogers¹

2011

European Journal of Innovation Management

352

261

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Purpose -The purpose of this paper is to investigate the paradox that arises when firms simultaneously share and protect their knowledge in an alliance with other organizations. The goal of this paper therefore is to explore this tension field in such a coupled open innovation process and to identify which strategies can be developed to cope with this tension. Design/methodology/approach -The study was initially guided by a literature review and exploratory interviews, and it ultimately develops an inductive framework based on a multiple case study approach. The paper presents eight cases of a focal firm involved in a particular R&D collaboration. The case studies are based on a variety of data sources, including a number of semi-structured interviews. Findings -This paper unravels the tension field of knowledge sharing and protection in R&D collaborations, with the knowledge characteristics at the core and with the knowledge embodiment and relational dimension as mediating factors. These forces are in turn influenced by the collaboration characteristics and environment. Moreover, the case studies show different ways to cope with the tension between knowledge sharing and protection, such as an open knowledge exchange strategy and a layered collaboration scheme with inner and outer members. Licensing is moreover presented as a concrete way to implement such coping strategies. Originality/value -This paper provides an holistic perspective on the knowledge paradox in R&D collaborations as a coupled process of open innovation. Moreover, it describes two concrete strategies to cope with the tension field as well as the role and implications of licensing as a particular mechanism to overcome the open innovation paradox.

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Modern Resource-Based Theory(ies)

Cited by 12 publications

References 151 publications

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Benchmarking for routines and organizational knowledge: a managerial accounting approach with performance feedback

The open innovation paradox: knowledge sharing and protection in R&D collaborations

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