The Timing of Resource Development and Sustainable Competitive Advantage

Pacheco‐de‐Almeida, Gonçalo; Zemsky, Peter

doi:10.1287/mnsc.1060.0684

Cited by 137 publications

(75 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Future research can seek to analyze jointly the interaction of other key features of strategic factor markets, product market competition, as well as the process of resource accumulation (Dierickx and Cool, ; Pacheco‐De‐Almeida and Zemsky, ). As argued by Maritan and Peteraf (), resource acquisition and accumulation are deeply intertwined processes that scholars have tended to examine separately, mainly for analytical convenience.…”

Section: Discussionmentioning

confidence: 99%

How do strategic factor markets respond to rivalry in the product market?

Chatain

2013

Strategic Management Journal

View full text Add to dashboard Cite

This paper explores the interplay between product market, strategic factor market, and resource development. More competition in the product market makes resource buyers bid higher for resources, as the value of trying to preempt the resources is higher. Holding other initial conditions constant, resources are developed more in industries with factor markets than in industries without. When buyers of resources cannot integrate more than one resource, developers choose to develop either at a low or high level, generating a type of heterogeneity that would not arise otherwise. Changes in the intensity of competition in the product market can have the opposite effect on resource development efforts depending on the presence or absence of factor markets. Abstract This paper explores the interplay between product market, strategic factor market and resource development. More competition in the product market makes resource buyers bid higher for resources, as the value of trying to preempt the resources is higher. Holding other initial conditions constant, resources are developed more in industries with factor markets than in industries without. When buyers of resources cannot integrate more than one resource, developers choose to develop either at a low or high level, generating a type of heterogeneity that would not arise otherwise. Changes in the intensity of competition in the product market can have opposite effect on resource development efforts depending on the presence or absence of factor markets.

show abstract

Section: Discussionmentioning

confidence: 99%

How do strategic factor markets respond to rivalry in the product market?

Chatain

2013

Strategic Management Journal

View full text Add to dashboard Cite

show abstract

“…Resources that are valuable, rare, and costly to imitate and that are organised to capture value constitute sources of sustainable competitive advantage (Peteraf, ; Wernerfelt, ). The time spent in developing these resources differs according to the complexity and the efforts required for their development (Pacheco‐De‐Almeida and Zemsky, ). In this regard, speed in developing resources is intrinsic and relates to multiple factors, such as corporate governance, low cost of capital and R&D intensity (Pacheco‐De‐Almeida, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Orchestrating resources for FMA in coopetitive NPD

Nemeh

Yami

2018

R & D Management

View full text Add to dashboard Cite

The rapid introduction of new products in high‐tech industries is a key competence for firms wanting to benefit from the first‐mover advantage (FMA). Prior studies call for forging links between FMA and the resource‐based view, as the resources at the disposal of a firm tend to influence the likelihood and timing of market entry. Analysing the way firms orchestrate internal and external resources enables a better understanding of this link. More precisely, synchronising the combination of internal and external resources is important in determining the development time of new products. This issue becomes vital when the NPD process regroups competitors due to the short age of the acquired knowledge. An in‐depth case study of the product development strategies of four competitors that collaborated to develop Ethernet solutions identifies three different product introduction strategies based on different resource orchestrations and timing: pioneer, wise and slow. The firms that structured their resources early to make them available for bundling during coopetition were able to introduce products faster than firms that structured their resources during coopetition. Furthermore, our results show that only prepared firms are able to reap benefits from knowledge gained through coopetitive NPD.

show abstract

“…Knowledge acquired and absorbed from new activities and the resultant benefit from using the knowledge depends on how these activities are engaged. Building on neo‐classical economics, scholars such as Dierickx and Cool (1989), Pacheco‐de‐Almeida and Zemsky (2007), and Vermeulen and Barkema (2002) argue that, in general, any engagement process aiming to accumulate knowledge is subject to two major forces: asset mass efficiencies and time compression diseconomies. Asset mass efficiencies explain how starting points of an engagement process matter: it is easier to add increments to an existing knowledge or asset stock when a firm has a successful starting point.…”

Section: Introductionmentioning

confidence: 99%

“…Artificially cutting these processes short forces the firm to encounter the early – and often the most expensive – stage of a new learning curve before the firm has the chance to fully enjoy the benefit of the last learning curve. Thus, time compression diseconomies suggest that the faster a firm develops a resource, the greater the cost will be (Pacheco‐de‐Almeida and Zemsky, 2007; Scherer, 1967).…”

Section: Introductionmentioning

confidence: 99%

How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship

Tang

Hull

Rothenberg

2012

J Management Studies

538

503

View full text Add to dashboard Cite

We propose that firm profits are shaped by how firms engage in corporate social responsibility. Recent research on the corporate social responsibility (CSR)–corporate financial performance (CFP) relationship proposes a variety of contextual and organizational factors to create a more robust link. However, few of these studies explore the role of the CSR engagement strategy. Drawing on absorptive capacity theory and related perspectives such as time compression diseconomies, asset mass efficiencies, and path dependence theory, we argue that when a firm engages in CSR slowly and consistently, focuses on related CSR dimensions, and starts with internal dimensions of CSR, CFP will be enhanced. With longitudinal data collected from 130 firms from 1995 to 2007, we find that firms benefit more when they adopt a CSR engagement strategy that is consistent, involves related dimensions of CSR, and begins with aspects of CSR that are more internal to the firm. The pace of the CSR engagement strategy, however, does not moderate the CSR–CFP relationship. This study helps fill the gap in CSR research by showing that, regardless of contextual factors, a firm can choose the proper strategy to enhance the financial benefits of the CSR engagement.

show abstract

The Timing of Resource Development and Sustainable Competitive Advantage

Cited by 137 publications

References 41 publications

How do strategic factor markets respond to rivalry in the product market?

How do strategic factor markets respond to rivalry in the product market?

Orchestrating resources for FMA in coopetitive NPD

How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship

Contact Info

Product

Resources

About