The ascent of resource-based theory as constructive rational-behavioral integration for looking inward and outward

Abstract

Purpose -This paper aims to review the rise of the resource-based theory (RBT) in light of the perennial tension between rationalism and behaviorism. The authors appraise the RBT's strengths and its potential fault-line, the erodibility of resources. Design/methodology/approach -A nontraditional melding of the review and conceptual development methodological modes sheds light on the limitations and future prospects of the three main strands within the RBT, with a special emphasis on its rapidly developing dynamic capabilities (DC) strand. Findings -The paper proposes a framework for modeling the transformation of resources into usable highly specific assets.Research limitations/implications -The ascent of the DC strand will itself have to be revisited some day. Practical implications -The findings imply that the decline of resources should not be left to chance, but be regulated according to one's strategic intent. Originality/value -Driven by a constructive perspective aimed at integrating theoretical coherence with practical relevance, a nontraditional synoptic tour situates the contribution of the RBT with respect to earlier approaches, in particular the evolving notion of fit.

Total reward system, job satisfaction and employee productivity on company financial performance: evidence from Indonesian Generation Z workers

“…According to Acar & Polin (2015), resource-based theory is a theory where a company should fully utilize their resources to compete in the market. The company can maximize their wealth, competitive advantage and financial performance if they can fully utilize their available resources.…”

“…To operate a business, it is obvious that both of the elements must exist to complete and complement each other, especially its human resources. Acar & Polin (2015) also state that intangible assets are more important than the tangible ones because intangible assets can become a source of competitive advantage. Hence, having fully utilized all its resources in order to distinguish the company from other competitors, a company is able to create sustainable competitive advantage to compete within the market (Hill & Jones, 2009).…”

“…Yang (2012) states that a highly productive workforce is likely to have attributes that make it a particularly valuable strategic asset. Thus, based on Acar & Polin (2015) and Hill & Jones (2009), it can be inferred that the productivity of workforce can become a competitive advantage for a company. However, workforces need support to increase their productivity, one facet of support having a total reward system.…”

Tecnogran: Todo Piso Será Palco. Toda Parede, Mural. E a Cidade Inteira, Poesia.

“…Em que pesem as críticas dirigidas à TBR sobre tautologia e imprecisão nos seus constructos (WILLIANSON, 1999;PRIEM, BUTLER, 2001), ou mesmo sua dificuldade em lidar com a volatilidade do ambiente de negócios e rápido desenvolvimento de capacidades dinâmicas (TEECE et al, 1997;ACAR, POLIN, 2015), Barney (2001) sugere que tais argumentos são válidos em estudos cujas variáveis foram mal operacionalizadas, e que desenvolvimentos posteriores da teoria evidenciam poder explicativo significativo em temas de administração estratégica.…”

Does social media marketing as moderating relationship between intellectual capital and organizational sustainability through university managerial intelligence? (empirical studies at private Universities in East Java)

“…Managing the internal activities of the organization is one of the responsibilities of modern executives whose primary objective is to accelerate the realization of organizational goals and create a more sustainable organizational life cycle. An analytical approach called Resource Based Theory emphasizes the role of strategic resources to gain a level of competitive advantage (Acar & Polin, 2015;Kangas, 2011). Resource Based Theory which was pioneered by Edith Penrose in the 1959 "Theory of the Growth of the Firm" suggests that company resources are heterogeneous, not homogeneous.…”