A Review of Approaches of Resource-based Empirical Research in Banking

Liu, L.; Timothy, Vedastus

doi:10.3923/ijaef.2010.230.241

Cited by 15 publications

(8 citation statements)

References 6 publications

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“…Strategic assets that have been examined include: the cognitive abilities of entrepreneurs (Alvarez and Busenitz, 2001), human resource skills (Barney, 1998), managerial skills and abilities (Castanias and Helfat, 2001), electronic commerce strategy capabilities (Montealegre, 2002), the effectiveness of the customer service process in the insurance industry (Ray et al, 2004), governance decisions for sourcing technological know-how (Schilling and Steensma, 2002) and technology commercialization (Zahra and Nielsen, 2002). The empirical research on RBV has been assessed broadly (Newbert, 2007) and within narrower arenas, including the MRR 37,11 international business literature (Peng, 2001), the strategic human resources management field (Wright et al, 2001), the banking industry (Liu et al, 2010), the home video game industry (Shankar and Bayus, 2003), and entrepreneurial start-ups in Germany (Stubner et al, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

The relationship between project management process characteristics and performance outcomes

Mathur

Jugdev

Fung

2014

Management Research Review

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Purpose – The aim of this paper is to examine the links between project management process characteristics and project-level and firm-level performance outcomes to test the hypotheses that project management assets being valuable, rare, inimitable and having organizational support leads to competitive advantage. Design/methodology/approach – This paper analyzes data from responses to an online survey by 198 North American Project Management Institute® members. Regression analysis is used to examine the relationship between six factors extracted from an exploratory factor analysis that comprise the three project management asset characteristics – valuable, rare and inimitable, three factors that comprise organizational support for the project management process, and two factors that comprise project management performance outcomes – project-level and firm-level performance. Findings – Organizational support for the project management process, specifically project management integration, was found to significantly contribute to both project-level and firm-level performance. Of the asset factors examined, valuable project management knowledge was found to contribute to project-level and firm-level performance, though information technology (IT) tools did not. Inimitable proprietary tangible assets were found to contribute to both project-level and firm-level performance, and inimitable embedded intangible assets were also found to contribute to firm-level performance. Rare knowledge sharing tools and techniques were found to negatively contribute to project-level performance. Research limitations/implications – Limitations of this study include sample size, response rate and self-report bias, calling for a larger sample in ongoing research. Practical implications – This study draws managerial attention to project management assets as sources of competitive advantage, highlighting the need to have organizational support for the project management process through organizational integration, and emphasizing the importance of valuable project management knowledge-based assets and inimitable project management assets that are proprietary and tangible as well as those that are embedded and intangible. Originality/value – Few papers have applied the resource-based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource-based view of the firm and to an improved understanding of project management as a source of competitive advantage.

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Section: Literature Reviewmentioning

confidence: 99%

The relationship between project management process characteristics and performance outcomes

Mathur

Jugdev

Fung

2014

Management Research Review

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“…Others have assessed empirical research within specific fields, for example, the international business literature (Peng, 2001) and the strategic human resources management field (Wright et al, 2001). Some researchers have examined specific sectors, for example, the banking industry (Liu et al, 2010), the home video game industry (Shankar and Bayus, 2003), and management support and the performance of entrepreneurial start-ups in Germany (Stubner et al, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

Project management assets and project management performance outcomes

Mathur

Jugdev

Fung

2013

Management Research Review

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Purpose -The purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage. Design/methodology/approach -This paper analyzes data from responses to an online survey by 198 North American Project Management Institute w members. Exploratory factor analysis is used to identify characteristics of project management assets and project management performance outcomes. Findings -In total, six factors that comprised the characteristics of project management assets, three factors that comprised organizational support for project management assets, and two factors that comprised the project management performance outcomes were extracted. Research limitations/implications -Limitations of this study include sample size, response rate, and self-report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between project management assets and performance outcomes. Practical implications -This study draws managerial attention to project management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. Originality/value -Few papers have applied the resource based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of project management as a source of competitive advantage.

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“…Wernerfelt (1984 in his analysis of RBV explained the strategic options of a firm for choosing resources. The theory explains the origin or competitive advantage of a firm and supports that the intangible resources are the main concern that ensures performance of a firm (Barney, Ketchen & Wright, 2011;Galbreath & Galvin, 2006;Liu, Timothy & Gao, 2010). Studies have revealed the relationships between organisational resources, capabilities, performance through RBV (Barney 2007;Meutia & Ismail, 2012;Ogunyomi & Bruning, 2015;Ibrahim & Shariff, 2016).…”

Section: Theoretical Review Resource Based View Of the Firmmentioning

confidence: 92%

Strategic Entrepreneurship and Performance of Small and Medium Scale Enterprises in Aba Metropolis

Makinde¹,

Agu²

2018

ABR

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Strategic entrepreneurship has become dominant in the contemporary world and it is considered an effective tool for economic. Small and medium scale enterprises (SMEs) in Aba metropolis are faced with issues like inadequate information about strategic entrepreneurship, low entrepreneurial innovation which had resulted into low productivity and inefficiency in profit maximization. Little attention have been given into how strategic entrepreneurship contributes to performance of SMEs in Aba metropolis, Abia State. This study examined the effect of strategic entrepreneurship on performance of selected SMEs in Aba metropolis. The study adopted the survey research design. The population of the study consisted of 231 owner/managers of the selected SMEs in the manufacturing, the finance, health and the food and beverages sectors in Aba metropolis. The total enumeration method of sampling was used and data were gathered through the use of a questionnaire. The instrument was validated and the KMO values were greater that 0.5 while the reliability test was 0.875. Data were analyzed using simple linear regression analysis. The results revealed that strategic entrepreneurship variables have effects on the performance variables. The study concluded that strategic entrepreneurship plays an important role in enhancing the performance of SMEs in Aba metropolis. It was therefore recommended that SMEs should pay critical attention to the adoption of strategic entrepreneurship due to its positive effect on performance.

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A Review of Approaches of Resource-based Empirical Research in Banking

Cited by 15 publications

References 6 publications

The relationship between project management process characteristics and performance outcomes

The relationship between project management process characteristics and performance outcomes

Project management assets and project management performance outcomes

Strategic Entrepreneurship and Performance of Small and Medium Scale Enterprises in Aba Metropolis

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