Resource attributes and firm performance in international joint ventures

Ainuddin, Raja Azimah; Beamish, Paul W.; Hulland, John; Rouse, Michael J.

doi:10.1016/j.jwb.2006.11.001

Cited by 176 publications

(128 citation statements)

References 56 publications

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“…A cross-sectional study using structured questionnaire was used to obtain responses from the manufacturers. Specifically, this particular research questionnaire was developed based on a modification, extension and combination of past studies on organizational resources -15 items (Morgan et al, 2004;Ainuddin et al, 2007), systems -10 items (Gimenez & Ventura, 2002;Ray et al, 2004) and competitive advantage -15 items (Gimenez & Ventura, 2002;Morgan et al, 2004;Ray et al, 2004). A pilot study was initially conducted to establish the reliability of the questionnaire scales and measurements (which was based on a five-point Likert-scale).…”

Section: Methodsmentioning

confidence: 99%

“…As mentioned, the resource-based view (RBV) of the firm predicts that certain types of resources owned and controlled by firms have the potential and promise to generate competitive advantage which eventually leads to superior firm's performance (Wernerfelt, 1984(Wernerfelt, , 1995Dierickx & Cool, 1989;Barney, 1991Barney, , 1995Barney, , 2001aBarney, , 2001bPeteraf, 1993;Chaharbaghi & Lynch, 1999;Fahy, 2000;Priem & Butler, 2001a, 2001bMiller & Ross, 2003;Morgan et al, 2004;King, 2007;Sirmon et al, 2007;Ainuddin et al, 2007). Eisenhardt and Martin (2000), Harrison, Hitt, Hoskisson, and Ireland (2001), Hoopes, Madsen, and Walker (2003), Ireland, Hitt, and Sirmon (2003), Mills et al (2003) and Morgan et al (2004), following Wernerfelt (1984Wernerfelt ( , 1995 and Barney (1986Barney ( , 1991, have examined and categorized resources into tangible resources i.e.…”

Section: Organizational Resourcesmentioning

confidence: 99%

“…The resource-based view (RBV) of the firm predicts that certain types of resources owned and controlled by firms have the potential and promise to generate competitive advantage which eventually leads to superior firm's performance. Physical resources such as the plant, machinery, equipment, production technology and capacity have contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007). In addition, financial resources such as the cash-in-hand, bank deposits and/or savings and financial capital (stocks and shares) have also contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007).…”

Section: Organizational Resourcesmentioning

confidence: 99%

“…Physical resources such as the plant, machinery, equipment, production technology and capacity have contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007). In addition, financial resources such as the cash-in-hand, bank deposits and/or savings and financial capital (stocks and shares) have also contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007). Further, experiential resources such as product reputation, manufacturing experience and brand-name have contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007).…”

Section: Organizational Resourcesmentioning

confidence: 99%

“…In addition, financial resources such as the cash-in-hand, bank deposits and/or savings and financial capital (stocks and shares) have also contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007). Further, experiential resources such as product reputation, manufacturing experience and brand-name have contributed positively towards organizational competitive advantage and eventually result in superior firm's performance (Morgan et al, 2004;Ainuddin et al, 2007). Human resources such as the top and middle management, administrative and production employees also contribute positively towards organizational competitive advantage which eventually result in superior firm's performance (Adner & Helfat, 2003;Morgan et al, 2004;Datta et al, 2005;Ainuddin et al, 2007;Haslinda Abdullah et al, 2007a;Raduan Che Rose & Naresh Kumar, 2007).…”

Section: Organizational Resourcesmentioning

confidence: 99%

See 4 more Smart Citations

The Relationship between Organizational Resources and Systems: An Empirical Research

Ismail¹,

Rose²,

Uli³

et al. 2011

ASS

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Organizational resources and systems have been conceptualized as to be able to significantly predict the level of competitive advantage. This research empirically examined the importance and emphasis placed on the relationship between organizational resources and systems, especially towards the attainment of firms' competitive advantage. This research was conducted among manufacturers listed in the Federation of Malaysian Manufacturers Directory 2008. A cross-sectional study using structured questionnaire was used to obtain responses from the manufacturers. From the subsequent actual survey, 127 respondents replied and completed the questionnaire (12.7% response rate). The large correlation (r = 0.72) implies a strong positive relationship between the organizational resources and systems. As for the variance shared between these two variables, the coefficient of determination (r² = 0.52) suggests that organizational resources help to account for nearly 52% of the variance in systems, and vice versa. The theoretical implication of this study is that it supports and extends the RBV of competitive advantage by illustrating the need for systematic management of resources towards attaining competitive advantage.

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Section: Methodsmentioning

confidence: 99%

Section: Organizational Resourcesmentioning

confidence: 99%

Section: Organizational Resourcesmentioning

confidence: 99%

Section: Organizational Resourcesmentioning

confidence: 99%

Section: Organizational Resourcesmentioning

confidence: 99%

See 3 more Smart Citations

The Relationship between Organizational Resources and Systems: An Empirical Research

Ismail¹,

Rose²,

Uli³

et al. 2011

ASS

View full text Add to dashboard Cite

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Corporates' strategic responses to economic policy uncertainty in China

Mirza¹,

Ahsan

2019

Bus Strat Env

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Using a novel news-based index of economic policy uncertainty, this paper studies the impact of economic policy uncertainty on corporate strategic positioning and corporate risk in China from 2009 to 2015. The study also investigates the impact of corporate strategic positioning on corporate risk. The results show that corporate strategic positioning and economic policy uncertainty have a significant positive impact on corporate risk. The results also explain that economic policy uncertainty increases the market risk of the firms irrespective of their corporate strategy. However, it increases the business risk of prospector firms and decreases the business risk of defensive firms. The study may help the firms to formulate and improve their strategic positioning while considering economic policy uncertainty. Our results are robust to alternate proxies of economic policy uncertainty and corporate risk.

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