Strategic resources: Traits, configurations and paths to sustainable competitive advantage

Abstract

The resource‐based view (RBV) of the firm holds that certain assets with certain characteristics will lead to sustainable competitive advantage. All the traits are required to be present to result in sustainable competitive advantage. Such a trait approach overlooks the dynamics of the creation of firm resources especially the strategically important factors as identified by the resource based view theory. We propose that the resources are made up of factor networks which have specific interfactor and inter‐resource relationships that result in the characteristic traits being evidenced. These strategic resource factor relationships include network type, available substitutes and cogency relationships (compensatory, enhancing and suppressing.) Specific configurations that lead to high or very high support of sustainable competitive advantage are proposed. Twenty‐two specific paths to sustainable competitive advantage for a factor, contingent on resource factor traits and relationship configurations, are proposed. The implications, upon confirmation of these configurations, are discussed.

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

“…The RBT suggests that employing specific sets of organizational routines enables organizations to perform certain tasks and achieve certain outcomes (Barney et al 2011;Black and Boal 1994;Grant 1991). Following this logic, we can expect the positive relationship between SA management routines and different types of relational mechanisms.…”

“…According to the RBT, organizational routines-rulebased behavioral patterns for interdependent corporate activities and operational processes-can be valuable organizational resources (Barney et al 2011;Grant 1991 The theory emphasizes that employing a specific set of organizational routines allows the organization to perform certain tasks that result in superior performance in different types of strategic activity (Black and Boal 1994;Grant 1991). In the realm of alliance management, alliance management routines reflect a specific set of organizational routines that enables alliance partners to manage the dynamics within the alliance relationship systematically (Draulans et al 2003;Heimeriks and Duysters 2007;Schilke and Goerzen 2010).…”

Compreendendo O Processo De Inovação Como Uma Estrutura Complexa De Regras Multiníveis

“…Por isso, pode não existir uma configuração ótima, mesmo quando as organizações são confrontadas com as mesmas contingências ambientais (Katz & Gartner, 1988). Por fim, as características funcionam mais como redes de interação (Black & Boal, 1994) no sentido de que podem surgir resultados dependentes do número e densidade de interações.…”

“…A ideia de complementaridades e imposições fica explícita no framework micro-meso-macro, ao considerar que determinados resultados surgem ou não quando determinados elementos estão presentes. A Teoria das Configurações contribui para o aprimoramento do entendimento do nível macro, no sentido de considerar a possibilidade de medir a sinergia entre as partes (Delery & Doty, 1996), considerar a possibilidade de equifinalidade (Katz & Gartner, 1988), além de que, esse nível poderia também ser analisado como redes, e, assim, serem obtidas várias medidas para comparação, como, por exemplo, número e densidade das interações (Black & Boal, 1994). A ideia de emergência surgiu com a possibilidade de o sistema obter sucesso ou insucesso por problemas ou virtudes na coordenação operacional, da estrutura superficial e da estrutura profunda.…”

“…Equifinalidade (Katz & Gartner, 1988); Sinergia (Delery & Doty, 1996;Miller & Friesen, 1980); Análise de rede (Black & Boal, 1994).…”