Abstract As a potential theory, the elemental resource-based view (RBV) is not currently a theoretical structure. Moreover, RBV proponents have assumed stability in product markets and eschewed determining resources' values. As a perspective for strategic management, imprecise definitions hinder prescription and static approaches relegate causality to a "black box." We outline conceptual challenges for improving this situation, including rigorously formalizing the RBV, answering the causal "how" questions, incorporating the temporal component, and integrating the RBV with demand heterogeneity models. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Abstract Information systems researchers have a long tradition of drawing on theories from disciplines such as economics, computer science, psychology, and general management and using them in their own research. Because of this, the information systems field has become a rich tapestry of theoretical and conceptual foundations. As new theories are brought into the field, particularly theories that have become dominant in other areas, there may be a benefit in pausing to assess their use and contribution in an IS context. The purpose of this paper is to explore and critically evaluate use of the resource-based view of the firm (RBV) by IS researchers. The paper provides a brief review of resource-based theory and then suggests extensions to make the RBV more useful for empirical IS research. First, a typology of key IS resources is presented, and these are then described using six traditional resource attributes. Second, we emphasize the particular importance of looking at both resource complementarity and moderating factors when studying IS resource effects on firm performance. Finally, we discuss three considerations that IS researchers need to address when using the RBV empirically. Eight sets of propositions are advanced to help guide future research. Journal Information The editorial objective of the MIS Quarterly is the enhancement and communication of knowledge concerning the development of IT-based services, the management of IT resources, and the use, impact, and economics of IT with managerial, organizational, and societal implications. Professional issues affecting the IS field as a whole are also in the purview of the journal. Publisher Information Established in 1968, the University of Minnesota Management Information Systems Research Center promotes research in MIS topics by bridging the gap between the corporate and academic MIS worlds through the events in the MISRC Associates Program. 6. Resource Based Competitive Analysis Get answer to your question and much more Physical assets such as equipment, buildings, land, furniture, money and patents are ________ resources. Get answer to your question and much more Resources that are believed by management to be rare, durable, non-substitutable, non-tradable, and Get answer to your question and much more Sets of tightly integrated activities, organizational skills, and internally developed routines that rely on Get answer to your question and much more There are four steps required by a resource-based analysis. Which of the following is not one of those Get answer to your question and much more When the link between a company’s resources and its competitive advantage is poorly understood a state of Get answer to your question and much more For a resource-based analysis, it is best that the key decision makers in an organization develop a list of Get answer to your question and much more The durability of a competitive advantage from extraordinary resources may come from historical Get answer to your question and much more The tradability of a resource refers to its transferability or mobility among competitors. TRUE The must-have resources a firm needs just to be a credible contender in the industry are called ________ Get answer to your question and much more 7. Business Level StrategyA company that chooses to pursue a business-level strategy in which it targets a narrow geographic area or Get answer to your question and much more A crucial condition upon which the success of a business-level strategy rests is ALWAYS BEARING INMIND THAT COMPETITION EVOLVES; EXISTING COMPETITORS CHANGE AND NEW ONESARISE. Get answer to your question and much more In which of the following cases would you recommend that the business use a low-cost strategy? A Get answer to your question and much more The choice that a business must make regarding its fundamental competitive approach is between Get answer to your question and much more The degree to which a company competes broadly or narrowly within geographic or customer segments Get answer to your question and much more The two strategies which target narrow customer segments or geographic areas are Get answer to your question and much more |
The tradability of a resource refers to its transferability or mobility among competitors.
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