A Resource-Based View of Product Development

Verona, Gianmario

doi:10.2307/259041

Cited by 465 publications

(346 citation statements)

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“…Others consist more of routines and processes to generate and diffuse knowledge and learning within the organization to increase effi ciencies, improve products, and reduce costs. This categorization is similar to "inside-out" and "outside-in" capabilities (Moorman & Slotegraaf, 1999), internal and external learning (e.g., Bierly & Chakrabarti, 1996;Roth & Jackson, 1995), fan-out and fan-in capabilities (Hart & Sharma, 2004), and external and internal integrative capabilities (Verona, 1999) discussed in the literature.…”

Section: The Research Contextmentioning

confidence: 83%

“…In this context, the capacity to identify, capture, absorb, and integrate external resources may enable the fi rm to develop the needed strategies quickly, leading to internal fl exibility, cost reduction, and innovation (Verona, 1999;Zahra & Nielsen, 2002). The capabilities involved in problem solving with customers, suppliers, competitors, regulators, communities, nongovernmental organizations (NGOs), and other stakeholders, or in comprehending technological change, are also sources of external learning (e.g., Schroeder, Bates, & Junttila, 2002).…”

Section: The Research Contextmentioning

confidence: 99%

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The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Sharma¹,

2007

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Our study of 134 North American and European ski resorts examines the influence of externally focused organizational capabilities on the generation of proactive environmental strategies under contingent effects of uncertainty in the general business environment. We find that the capabilities of strategic proactivity and continuous innovation are associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and average levels of uncertainty. The study contributes to the resource‐based view (RBV) by illuminating an important contingency under which capabilities are likely to be deployed to generate a proactive corporate strategy. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.

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Section: The Research Contextmentioning

confidence: 83%

Section: The Research Contextmentioning

confidence: 99%

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Sharma¹,

2007

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“…Functional capabilities include activities such as R&D, production, marketing, and distribution (Collis, 1994;Verona, 1999). Empirical evidence supports the importance of organizational processes that fall into the category of functional capability.…”

Section: Hypothesismentioning

confidence: 99%

Unpacking Firm Exit at the Firm and Industry Levels: The Adaptation and Selection of Firm Capabilities

Fortune

Mitchell

2011

Strategic Management Journal

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Evolutionary theory of business activity studies how firms are selected out of environments that they do not fit, but most existing work under-emphasizes the distinction between acquisition and dissolution as selection processes. We address this gap with a multi-level analysis that investigates how managerial and functional organizational capabilities affect whether struggling firms exit by acquisition or dissolution. We demonstrate that managerial and functional capabilities have heterogeneous effects on selection processes, with managerial capabilities having particularly strong influence on acquisition exits by struggling firms. The work provides a bridge between adaptation and selection views on organizational change; exit by dissolution represents selection of both firms and capabilities, while exit by acquisition represents firm selection but capability adaptation.Key words: Selection, capabilities, acquisition, dissolution, evolutionary theory, business dynamics 1 One of the fundamental tensions in strategic management theories of business evolution concerns the distinction between adaptation and selection when firms encounter problems. Early strategic management research typically assumed that business change primarily occurs by adaptation, in which executives of struggling firms actively lead strategic change of their underlying business capabilities (e.g., Cyert and March, 1963; Andrews, 1971). The evolutionary theory revolution of the 1970s and 1980s then highlighted the presence of strong firm-level inertia, which leads to population-level change in which many struggling firms fail to adapt and, as a result, exit from an industry Freeman 1977, 1989;Gort and Klepper, 1982;Nelson and Winter, 1982, 2002). Follow on studies have typically sought to demonstrate whether and when adaptation or selection tends to be the most pronounced force. What this debate has under-emphasized, though, is that different forms of exit -particularly, the contrast between shutting down and being acquired -have different implications for adaptation and selection. This paper argues that selection and adaption can occur concurrently at the firm and capabilities levels of analysis when one considers different forms of exit.We focus on the difference between business dissolution and business acquisition of struggling firms, emphasizing how different forms of exit reflect the evolutionary influence and fate of business capabilities. In particular, we argue that business dissolution entails a selection process that removes both a corporate entity and its underlying capabilities from the landscape, while acquisition represents a selection process that removes the corporate entity but preserves some of its organizational capabilities within the economic environment. We then argue that the extent of firm-specific managerial and functional capabilities influence whether a struggling firm exhibiting lackluster financial performance exits by acquisition or by dissolution. Hence, the paper studies mechanisms that shape micro le...

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“…Following earlier recommendations to assess innovation output multi-dimensionally, several constructs pertaining to performance of the innovation project, as well as the market and financial performance of the product were included in the model (Brown and Eisenhardt, 1995;Cordero, 1990;Madhavan and Grover, 1998;Verona, 1999). The customer firm respondents were asked to answer the questions with respect to the specific NPD project to which Supplier X contributed.…”

Section: Downstream Customer Orientationmentioning

confidence: 99%