Resource-Based Theory and the Value Creation Framework

Barney, Jay B.; Ketchen, David J.; Wright, Mike

doi:10.1177/01492063211021655

Cited by 127 publications

(142 citation statements)

References 88 publications

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“…A business can be said to have a "competitive advantage" when it can create more economic value than its' marginal competitor in its market of operations (Cardeal & Antonio, 2012). When this firm puts a strategy that creates value into operation, it would have a competitive advantage whereas a competitive firm (potential or existing) may not use or put this value creation strategy into operation concurrently (Barney, Ketchen Jr. & Wright, 2021). Wernerfelt (1984) described value creation as the improvement in a firm's effectiveness and efficiency, or that there is no reduction in a firm's effectiveness or efficiency as a firm with a competitive advantage will earn a higher profit or potentially have a superior profit rate over the competition (Orishede, 2021).…”

Section: Concept Of Competitive Advantagementioning

confidence: 99%

Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

Omoregbe

Azage

2022

Sriwijaya Int. J. of Dynamic Eco. And Buss.

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This study examined the impact of employee satisfaction on the competitive advantage of selected virtual organisations in Lagos State, Nigeria. Specifically, it assessed the relationship between individual virtual competencies, motivation, organisational identity, autonomy, the nature of the work and the competitive advantage of virtual organisations in Lagos State, Nigeria. The survey research design was adopted for this study. The population of the study covered all staff in selected virtual organisations in Lagos State, Nigeria. A total of 400 copies of questionnaire were distributed and retrieved. Stratified random sampling procedure was used in administering the copies of questionnaire to selected virtual organisations in Lagos State, Nigeria. The data collected through questionnaire administration was analysed using descriptive statistics such as frequency distribution, mean and standard deviation. Multiple regression analysis was used to test the null hypotheses and estimate the research model using the Ordinary Least Squares (OLS) technique through the use of the Statistical Package for Social Sciences (SPSS) Version 24. The study found out that there is a significant positive relationship between individual virtual competencies, motivation, organisational identity, the nature of the work and competitive advantage while revealing that there is a positive and non-significant relationship between autonomy and the competitive advantage of virtual organisations in Lagos State, Nigeria. The study recommended that virtual organisations employ individuals that have the required skills and competencies needed to perform the various organisational tasks, motivate their employees intrinsically and extrinsically, possess a strong brand image, allow employees experience freedom to do their tasks and duties at their own pace and take cognisance of employees that work in dispersed locations with peculiar difficulties in those varied locations so that they will contribute more to the competitive advantage of the virtual organisation.

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Section: Concept Of Competitive Advantagementioning

confidence: 99%

Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

Omoregbe

Azage

2022

Sriwijaya Int. J. of Dynamic Eco. And Buss.

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“…Thus, we consider it to be adequate for the context of this research. According to RBV, economic value is created by co-specialization by either increasing the willingness of customers to pay for products or services or reducing other costs (Barney, Ketchen, & Wright, 2021).…”

Section: Single Case Studymentioning

confidence: 99%

“…The company realized the possibility of using research in data science technologies (artificial intelligence, machine learning, big data, cloud computing) as resources to simplify the purchase and sale of real estate, thus developing solutions and improving the relationship with brokers, realtors, sellers, and buyers. Barney et al (2021) state that research capabilities can sometimes generate innovative technological ideas, and according to Zahra (2021), the value of resources such as knowledge is defined by a combination with other resources and not only by the relation supply-demand.…”

Section: Final Remarksmentioning

confidence: 99%

Lessons from the fastest Brazilian unicorn

Damasceno

Morini

Pannellini

2021

INMR

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PurposeThe purpose of this paper is to analyze the process of why a Brazilian digital startup company reached unicorn status the fastest.Design/methodology/approachAfter the literature review, the authors conducted the questionnaire containing 13 questions used in 18 in-depth interviews conducted in the case study. Saturation point combined with the independent and in-depth analysis of the researchers is used to achieve internal and external validity. The primary data collected underwent an analytical approach, followed by a resource-based view (RBV). RBV does not deal with time. There is a gap in the literature and an opportunity here: to analyze the fastest company to become a unicorn under the RBV lens.FindingsThe case reveals that value can be found in traditional sectors, as is the case of the real estate sector. This is a case of a company in the direct home-buying space.Practical implicationsThe contribution of this paper is both practical, with the seven lessons, and theoretical. Resources allocated to a specific context in a specific geographic region shift the attention away from the absolute value of resources to the timing of aggregating them. Thus, the contribution accounting for time is new to the RBV.Originality/valueThe originality lies in the analysis of the dynamics of digital businesses with exponential growth.

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“…Resource-based theory holds that valuable, scarce, inimitable, and unique resources enable an enterprise to obtain a competitive advantage and emphasizes that resources are the decisive factor in organizational system and management (Wernerfelt, 1984;Barney et al, 2021). Enterprises succeed by acquiring and retaining scarce, valuable, and inimitable resources.…”

Section: Employee Direct Involvement and Corporate Performancementioning

confidence: 99%

The Economic Effects of Direct and Indirect Employee Involvement: Evidence From Corporate Social Responsibility Reports of Chinese Listed Companies

Jiang

Zhu

et al. 2021

Front. Psychol.

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Employee direct involvement and indirect involvement have been identified as essential forms of an enterprise’s democratic management in the digital economy. Research on the complementary effects of direct and indirect involvement is still in a blank state in China, which limits the external validity and accumulation of employee participation theory. The present study aimed to investigate the complementary effects of employee direct involvement and indirect involvement on the firm’s financial performance. Although previous research suggests that the influence of employee direct or indirect involvement on corporate financial performance has been examined separately, it is unclear whether the association between employee direct involvement and indirect involvement is complementary or conflictual. Based on strategic human resource management theory, we semantically encode 2,680 corporate social responsibility reports and the annual reports of 268 state-owned listed enterprises published from 2014 to 2018 via content analysis method, and the economic effects of employee direct involvement and indirect involvement were concurrently measured. We use configuration theory to explore the complementary effects between employee direct involvement and indirect involvement. Our results reveal that (1) employee involvement in Chinese enterprises was unbalanced, (2) both employee direct involvement and indirect involvement were positively related to enterprise’s financial performance, and (3) there is a complementary effect between the two forms of employee involvement. Theoretical and practical implications of these findings are discussed.

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Resource-Based Theory and the Value Creation Framework

Cited by 127 publications

References 88 publications

Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

Employee Satisfaction and Competitive Advantage of Virtual Organisations in Lagos State, Nigeria

Lessons from the fastest Brazilian unicorn

The Economic Effects of Direct and Indirect Employee Involvement: Evidence From Corporate Social Responsibility Reports of Chinese Listed Companies

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