The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

Zander, Ivo; Zander, Udo

doi:10.1111/j.1467-6486.2005.00555.x

Cited by 106 publications

(88 citation statements)

References 154 publications

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“…More recently, arguments are resurfacing that 'resources gain economic value from their use by customers' (Kor et al, 2007(Kor et al, : 1198. Some strategy scholars have begun using customer-focused approaches in examining strategic issues such as: the influences of consumer demand on technological innovation and competitive advantage (Adner and Levinthal, 2001;Adner, 2002;Adner and Zemsky, 2006;Tripsas, 2008); consumer-focused strategies for value creation and appropriation (Zander and Zander, 2005;Priem, 2007;Gans et al, 2008;Adner and Snow, forthcoming); and users' roles in entrepreneurial innovation (Sawhney et al, 2005;Shah and Tripsas, 2007;Faulkner and Runde, 2009). As shown by our earlier discussion of Adner and Snow (forthcoming), CFA reasoning may represents one step toward a needed integration of demand side and producer side approaches to strategic management.…”

Section: Cfa and The Rbvmentioning

confidence: 99%

The resource‐based view revisited: Comparative firm advantage, willingness‐based isolating mechanisms and competitive heterogeneity

Madhok¹,

Li²,

Priem³

2010

European Management Review

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We take a step beyond the resource-based view that resource characteristics (i.e., valuable, rare, inimitable and non-substitutable) are the sole basis for isolating mechanisms. Instead, we apply Ricardo's principle of Comparative Advantage in a two-firm, two-product scenario to show how additional isolating mechanisms can result from economic incentives that provide managers with distinct strategic choices. Specifically, our analysis indicates that managers' strategic decisions based on comparative firm advantage (CFA) affect their willingness to imitate competitors, even when their firms are fully capable of such imitation. This willingness, in turn, helps to determine the direction of firm expansion. We discuss how Ricardo's CFA logic can provide specific guidance for managers regarding effective firm strategies in specific comparative advantage situations by factoring in both internal efficiencies and competitive pressures when designing and implementing rent-seeking strategies.European Management Review (201 0) 7, 91 -1 00.

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Section: Cfa and The Rbvmentioning

confidence: 99%

The resource‐based view revisited: Comparative firm advantage, willingness‐based isolating mechanisms and competitive heterogeneity

Madhok¹,

Li²,

Priem³

2010

European Management Review

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“…Zander and Zander (2005) pointed out how this perspective could lead to underestimate the conditions influencing the firm's competitive advantage and its capability to create profits and sustainable long-term growth. For this reason, in our study we used a wider resource-based perspective, including also external factors.…”

Section: Resource-based Theory Entry Mode Selection and Industrial Dmentioning

confidence: 99%

Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

Musso¹,

Francioni²

2012

IJBM

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Using a resource-based view model, this paper examines the main factors influencing Small and Medium-Sized Enterprise (SME) international entry mode selection. In addition, a possible relationship between firms belonging to industrial districts and the entry mode choice has been verified. Data for the analysis of this study were collected interviewing 221 owners/managers of SMEs in Italy. Results showed that entry mode decisions are mainly influenced by firm specific factors. Furthermore, the study does not support the hypothesis of a connection between the firm's belonging to an industrial district and firms' behavior in entry mode selection. This study has made it possible to detect by a resource-based perspective the main factors influencing the choice of entry modes.

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“…Because value creation is determined by consumer evaluations, the literature has largely analysed the relationship between production characteristics and consumer choices [88]. Operational aspects related to functional product characteristics, such as affordable quality, service support, price, delivery flexibility, location convenience or usability, have appeared to increase the value perceived by consumers [22,83].…”

Section: Value Generation In Collaborative Supply Chains: a Multidimementioning

confidence: 99%

Understanding the Generation of Value along Supply Chains: Balancing Control Information and Relational Governance Mechanisms in Downstream and Upstream Relationships

2017

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Firms are involved in supply chains to achieve operative efficiency, develop strategic advantages, and generate financial profits. However, there is limited evidence regarding how governance mechanisms influence the generation of value from collaboration. Furthermore, how a particular buyer or supplier position provides benefits to partners is unclear. In this paper, we examine the roles of management control information as both a governance mechanism and a source of dynamic capabilities, and its interaction with relational variables to create and capture value following a demand-side perspective. Two separate studies are developed using multigroup structural equation modelling, which analyse buyer and supplier positions played by the firm as a complex supply chain node. The results demonstrate that the characteristics of information sharing have different impacts on value, depending on the role played in the relationship. Although timely information sharing appears to be the key source of operative and financial value in downstream relationships, disaggregated information sharing generates additional strategic advantages in upstream relationships. The presence of different control-trust frameworks mediates the process of value generation, leading to different managerial and theoretical implications.

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The Inside Track: On the Important (But Neglected) Role of Customers in the Resource‐Based View of Strategy and Firm Growth*

Cited by 106 publications

References 154 publications

The resource‐based view revisited: Comparative firm advantage, willingness‐based isolating mechanisms and competitive heterogeneity

The resource‐based view revisited: Comparative firm advantage, willingness‐based isolating mechanisms and competitive heterogeneity

Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises

Understanding the Generation of Value along Supply Chains: Balancing Control Information and Relational Governance Mechanisms in Downstream and Upstream Relationships

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