Resource based view

Pettus, N. L. 2001. The resource-based view as a developmental growth process evidence from the deregulated trucking industry. Academy of Management Journal, 44 878-896. 

Gollis, D. J. Montgomery, G. A. 1997. Corporate Strategy A Resource-Based View. New York Irwin/McGraw-Hill. 

Mahoney, J. c Pandian, J. 1992. The resource-based view within the conversation of strategic management. Strategic Management Journal, 13 363-380. 

Petaraf, M. A. 1993. The cornerstones of competitive advantage a resource-based view. Strategic Management Journal, 14 179-191. 

Wernerfelt, B. 1984. A resource-based view of the firm. Strategic Management journal, 5 171-180. 

Inter-firm collaboration, by linking knowledge domains across organizations and across institutional environments, enables firms to enhance their creativity and to grow organically. Resource-based view and knowledge-based view perspectives cite inter-firm collaboration... 

Gotz U, Mikus B (2002) Standorte als Ressourcen - Implikationen des "Resource Based View" fur die Standortplanungslehre. Zeitschrift fur Planung 13 401-429... 

Shapiro JF (1999) On the connections among activity-based costing, mathematical programming models for analyzing strategic decisions, and the resource-based view of the firm. European Journal of Operational Research 118 295-314... 

Richard, O. (2000). Racial diversity, business strategy and firm performance A resource-based view. Academy of Management Journal, 43, 164-177. 

Vanhaverbeke [21] argues that the open innovation business model should be based on integration of theoretical frameworks, like value chain analysis, transaction-costs theory, rational view of the firm, and the resource-based view (RBV). In addition, governance of iimovation networks, on internal, firm and external level, needs to be studied. Networks or supply chains that will eventually produce the product need to be designed also with appropriate governance (see also Sect. 2.4). 

Barney, J. B. (2001], "Is the resource-based" view" a useful perspective for strategic management research Yes," Academy of Management Review, 26 (1), 41-56. Barrett-Lennard, G. T. (1981), "The empathy cyde Refinement of a nuclear concept" Journal of Counseling Psychology, 28 (2], 91-100. 

Zander, I. and Zander, U. (2005], "The Inside Trade On the Important (But Neglected] Role of Customers in the Resource-Based View of Strategy and Firm Growth," Journal of Management Studies, 42 (8], 1519-48. 

Hart SL (1995) A natural-resource-based view of the firm. Acad Manag Rev 20(4) 986-1014 Hernandez M (2012) Toward an understanding of the psychology of stewardship. Acad Manag Rev 37 172-193... 

Lee SY (2008) Drivers for the participation of small and medium-sized suppliers in green supply chain initiatives. Supply Chain Manag Int J 13(3) 185-198 Oliver C (1997) Sustainable competitive advantage combining instimtional and resource-based views. Strategy Manag J 18(9) 697-713... 

Morash, E. A., Lynch, D. F. (2002). Public policy and global supply chain capabilities and performance a resource-based view. Journal of International Marketing, 10(1), 25-51. 

Outsourcing has been an important issue for decades. It has been investigated from different perspectives due to its multi discipline nature. Three main streams of approaches are often discussed logistics strategy and SCM theory transaction cost theory and the Resource Based View. Table 2 summarizes the results of a literature survey on reasons/considerations for logistics outsourcing from these theoretical approaches. 

Core activity anaiysis from resource-based view(RBV)... 

There is an often-heard justification for outsourcing decisions, which is keep core competence and outsource non-core activities The what is core md what is non-core question can be discussed through the Resource-Based View (RBV). RBV and TCE have a different domain of interest on answering why firms exist and why they differ. They are interested in different cispects of an economic activity RBV focuses on the analysis of a firm s resources/capabilities, while TCE focuses on the transaction costs (Madhok, 2002). Insinga and Werle (2000) asserted that the core activity should be kept internally because this activity is central to the company successfully serving the needs of potential customers in each market. They further identify that an activity with potential to yield competitive advantage is a core activity. Thus, the core activities should not be outsourced. 

Moon, Ch. and A. Lado, 2000. MNC-host government bargaining power relationship A critique and extension within the resource-based view. Journal of Management 26, 85-117. 

Foss, K. and N.J. Foss, 2005. Resources and transaction costs How property rights economics furthers the resource-based view. Strat Mgmt J. 26, 541-553. 

Srivastava, R.K., L. Fahey and H.K. Christensen, 2001. The resource-based view and marketing The role of market-based assets in gaining competitive advantage. J. Management 27, 777-802. 

Barney JB (1991) Resource-based theories of competitive advantage a ten year retrospective on the resource-based view. J Manage 27 643-650... 

Our theoretical model offers a perspective on the relationship between retail management and franchisee outcomes. Agency theory (Bergen et al., 1992 Eisenhardt, 1989) and the resource-based view of the firm (Barney, 1991) are the focal theoretical perspectives. 

Verona G. A resource based view of product development. Acad Manage Review 1999 24(1) 132-6. 

Eisenhardt, K., Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation in entrepreneurial firms Strategic needs and social opportunities for cooperation. Organization Science, 7(2), 136-150. 

Lavie, D. (2006). The competitive advantage of interconnected firms An extension of the resource-based view. Academy of Management Review, 31(3), 638-658. 

Park, N. K., Mezias, J. M., Song, J. (2004). A resource-based view of strategic alliances and firm value in the electronic marketplace. Journal of Management, 50(1), 7-27. 

The theoretical literature on supply chain collaboration is diversified representing multiple perspectives. The diverse literature reflects the versatile nature of supply chain collaboration involving a variety of motives and objectives (Barringer and Harrison 2000 Hitt 2011 Verdecho et al. 2012 Fawcett et al. 2012). This study examines supply chain collaboration from multiple perspectives (1) technical-economic perspective, e.g. uncertainty reduction, transaction cost economics, resource based view, relational view, and extended resource based view (2) sociopolitical perspective, e.g. resource dependence theory, social exchange theory, and social dilemma theory (3) trust based rationalism and (4) learning and knowledge perspective. These multiple perspectives provide us with insights into the nature, forms, contents, and forces of supply chain collaboration. 

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