Resource-Based View of Information Systems: Sustainable and Transient Competitive Advantage Perspectives

Abstract

The resource-based view (RBV), or resource-based theory, is one of the oldest and most influential theories in the field of information systems. This paper contends that it is timely to revisit, reflect on, and reposition RBV to ensure its continued disciplinary relevance and progress. In doing so, this paper (i) provides a succinct and sharp evaluation of the conventional RBV of information systems that firms use to establish sustainable competitive advantage, and (ii) makes an original contribution by introducing a contemporary RBV of information systems that firms can use to establish transient competitive advantage. Both these contributions should advance the current and future understanding of information systems as (a) an internal firm resource, (b) a source of competitive advantage, and (c) a driver of firm performance.

An integrated core competence evaluation framework for portfolio management in the oil industry

“…The notion of core competencies forms an important aspect of the resource-based view of the firm (Gupta et al, 2018;Mejri et al, 2018;Schumpeter, 2013;Penrose, 2000), which was recognised by scholars as early as the 1950s (e.g., Penrose, 1959); however, Prahalad and Hamel (1990) advocate core competencies as a way of rethinking corporate business portfolios to achieve competitive advantage. By leveraging unique resources and capabilities, companies can utilise their strengths to gain sustainable competitive advantage (King and Zeithaml, 2001;Lei, Hitt, and Bettis, 1996).…”

Achieving transient competitive advantage in high‐speed rail projects bidding: Sustainable development perspective

“…At the stage of project identification, bidders pay more attention to the competitive arena than industrial development, which is consistent with prior study that firms need to focus more on “boxing ring” status for achieving healthy disengagement (McGrath, 2013a). Also, market information and competitive intelligence should be delivered in the timeliness and completeness, which relies on continuous resource reconfiguration (Gupta et al, 2018). Meanwhile, diversity entry modes and strategies created by systemic innovation is important for bidders entering one specific market.…”

“…Competitive advantage is defined as an advantage that a firm has over its competitors, which could drive superior performance (Barney, 1991;Gupta, Tan, Ee, & Phang, 2018). Meanwhile, TrCA is regarded as a kind of competitive advantage that can be built quickly and abandoned rapidly, which is suitable for situations where a business opportunity is presented in a short time frame (McGrath, 2013b;Ramdani, Azis, & Kaltum, 2016).…”

A Post Publication review of "The challenges involved in establishing a research technique"

“…More importantly, IS scholars must be aware of the different forms that critical reviews may assume, such as research articles and post-published reviews, and develop their critical reviews accordingly. For example, critical reviews submitted as research articles should deal with topical issues in a specific area in the IS discipline (e.g., Gupta et al, 2018;Lim, 2018;Namvar et al, 2018;Samhan, 2018), whereas critical reviews submitted as post-published reviews should deal with topical issues arising from a recent publication in the journal (e.g., Burmeister, 2020;Koh & Kwok, 2018;Poulsen et al, 2019).…”