Path Dependence, VRIN Resource Endowments, and Managers: Towards an Integration of Resource-Based Theory and Upper Echelons Theory

Dutta, Dev K.

doi:10.22158/jbtp.v1n1p109

Cited by 4 publications

(3 citation statements)

References 41 publications

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“…Ciravegna et al (2018) delve into the multiple configurations of resources that might foster early internationalization and uncover three, though their focus remains on the early internationalization phase. We predict that resources' complementarity may persist across phases, as resource bundles (Dutta 2013).…”

Section: Discussionmentioning

confidence: 96%

Navigating the internationalization process: Strategic resources for early internationalizing firms

2022

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Despite an increasing number of studies identifying factors that influence the internationalization process for early internationalizing firms (EIFs), it remains unclear which of these numerous factors could play a strategic role and, more specifically, when. This paper develops a new conceptual framework anchored in the resource-based view to identify strategic resources that can explain EIFs’ internationalization process accurately over time. Building on a systematic literature review based on 102 papers covering a period of 29 years, we methodically present a phase-by-phase observation of EIFs’ internationalization process to identify the strategic relevance of different influential resources. The results highlight the importance of the shift from individual to organizational resources, which occurs at a critical phase of transition from the entry to the post-entry phase. Studying the evolution of strategic resources along four phases allows us to determine that the progress of EIFs through the phases of their internationalization process is closely linked to their resources’ development process. This study suggests some promising research avenues, at theoretical and methodological levels, and results in a series of concrete recommendations intended for entrepreneurs and/or managers of EIFs.

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Section: Discussionmentioning

confidence: 96%

Navigating the internationalization process: Strategic resources for early internationalizing firms

2022

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“…How quickly and how effectively managers are able to respond to the forces of change in their business environment determines the success or failure of the enterprise. One of the most relevant theories to this context is resourcebased theory, which suggests that businesses who have a diverse range of resources at their disposal are more likely to be successful (Dutta, 2013). This is because they are able to adapt and respond to changes in the environment more effectively.…”

Section: Literature Reviewmentioning

confidence: 99%

Impacts of Corporate Business Tactics on Maintaining the Competitiveness of China’s Automotive Manufacturers During the Covid-19 Pandemic

Li¹

2023

FBEM

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The purpose of this study is to investigate the impacts of corporate business tactics on maintaining competitiveness of China's automotive manufacturers during the Covid-19 pandemic. A case analysis of Jiangling Motors Corporation Ltd. was conducted. Data were collected from Jiangling's yearly financial reports between 2019 and 2022, and from a questionnaire administered to 62 participants from the company. The data was analyzed through SPSS, and the findings suggest that Jiangling has been able to maintain its competitiveness despite the Covid-19 pandemic due to a number of factors, including its focus on innovation, cost-effective production, and flexible marketing strategies. The study provides insights into how other automotive manufacturers in China can maintain their competitiveness in the face of crises such as the Covid-19 pandemic. Overall, the objective is to investigate the impacts of business tactics on maintaining the competitiveness of China's automotive manufacturers during the Covid-19 pandemic. The researcher will use Jiangling Motors Corporation Ltd. as a case study to examine how different business tactics can help a company remain competitive in the post-pandemic market. Given the limited scope, this research cannot be generalized to all automotive companies in China. However, it can provide valuable insights into how some companies are successfully adapting to the post-pandemic market.

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“…Theoretical background could be traced back to the Upper Echelon Theory (Hambrick and Mason, 1984) which suggests that a company/firm is a reflection of its managers which have a dominant influence on the firm's strategy and outcomes. By drawing upon their knowledge, experience and values, managers act based on their personalized interpretation and judgment of the strategic situations they face (Hambrick, 2007in: Dutta, 2009.…”

Section: Introductionmentioning

confidence: 99%

Managerial Skills: Does Family Ownership Make a Difference?

Bulog¹,

Jukić²,

Kružić³

2017

JCGIRM

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More than ever before, success or a failure of a modern company is the result of managers’ ability to adopt his/her way of managing everyday changing circumstances. The organizational environment demands effective managers with the ability to make effective decisions which will shape business performance. So, it could be acknowledged that among several different factors that can determine a company’s progress, the key factors are managers - their qualities and skills. This paper considers similarities and differences among managers in two companies in Croatia - family owned and nonfamily owned - analyzing eight essential skill areas where they should focus their efforts: understanding team dynamics, selecting and developing the right people, delegating, motivating, managing conflict, communicating, decision making and problem solving, and avoiding common managerial mistakes. Qualitative research was conducted and interesting and somewhat puzzling results were found. Results indicated that ownership made a difference concerning managerial skills. Based on the overall findings, the research offers foundation for future research in this area. The implications of the findings are discussed in terms of value for managers and their companies due to the improvement and development of all essential areas of managing.

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Path Dependence, VRIN Resource Endowments, and Managers: Towards an Integration of Resource-Based Theory and Upper Echelons Theory

Cited by 4 publications

References 41 publications

Navigating the internationalization process: Strategic resources for early internationalizing firms

Navigating the internationalization process: Strategic resources for early internationalizing firms

Impacts of Corporate Business Tactics on Maintaining the Competitiveness of China’s Automotive Manufacturers During the Covid-19 Pandemic

Managerial Skills: Does Family Ownership Make a Difference?

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