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During the 1990s, the resource-based view (also known as the resource-advantage theory) of the firm became the dominant paradigm in strategic planning.RBV can be seen as a reaction against the positioning school and its somewhat prescriptive approach which focused managerial attention on external considerations, notably industry structure.
VRIO is an initialism for the four question framework asked about a resource or capability to determine its competitive potential: The question of value: Is this resource or capability valuable to the firm? The question of rarity: Is control of the resource or capability limited?
Birger Wernerfelt (born 1951) is a Danish economist and management theorist, and JC Penney Professor of Management at the MIT Sloan School of Management.He is best known for “A Resource-based View of the Firm” (1984), [1] [2] which is one of the most cited papers in the social sciences.
The knowledge-based theory of the firm, or knowledge-based view (KBV), considers knowledge as an essentially important, scarce, and valuable resource in a firm. [1] [2] According to the knowledge-based theory of the firm, the possession of knowledge-based resources, known as intellectual capital, is essential in dynamic business environments. [3]
The stakeholder view of strategy integrates a resource-based view and a market-based view, and adds a socio-political level. One common version of stakeholder theory seeks to define the specific stakeholders of a company (the normative theory of stakeholder identification ) and then examine the conditions under which managers treat these ...
It is a new theory that explicates the growth of firms without the benefit of resource advantages, proprietary technology, or market power. The CBV complements some existing theories such as resource-based view (RBV), resource management view, and dynamic capability – to create novel insights into the survival of firms that do not possess ...
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills ...
These means includes possessing the resource (e.g. directly possessing knowledge), having ownership rights over the resource enforced by legal and social systems, [11] being part of the resource allocation process (e.g. a secretary can determine who access the boss) or being a user of the resource (e.g. workers can slow down production process ...