Resouce-Based Theory: Creating and Sustaining Competitive Advantage / Edition 1

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The 'Resource-Based View of the Firm' has emerged over the last fifteen years as one of the dominant perspectives used in strategic management. It addresses the fundamental research question of strategic management: Why it is that some firms persistently outperform others?

Resource-Based Theory provides a considered overview of this theory, including the latest developments, from one of the key thinkers in its development. In broad terms it offers an alternative to Michael Porter's approach, focusing more on the competences and capabilities of the firm, rather than its positioning in chosen markets.

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Product Details

  • ISBN-13: 9780199277698
  • Publisher: Oxford University Press
  • Publication date: 7/5/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 350
  • Product dimensions: 9.10 (w) x 6.00 (h) x 0.60 (d)

Meet the Author

Jay B. Barney is a Professor of Management and holds the Chase Chair in Strategic Management at the Fisher College of Business at The Ohio State University in Columbus, Ohio. Best known for his work on resource-based theory, he has published over 75 articles in the field of strategic management, along with four books. Professor Barney has also served in a variety of editorial positions (at The Journal of Management, Organization Science, and other journals), received an honorary Ph.D. from Lund University, was elected as a Fellow of the Academy of Management, and received the Irwin Outstanding Educator Award from the Business Policy and Strategy Division of the Academy of Management. Professor Barney also consults with a wide variety of private and public sector organizations, including, most recently, American Electric Power, Nationwide Insurance, and Columbus Public Schools.
Delwyn N. Clark is the Executive Director Research and a Professor of Strategic Management at Waikato Management School. Professor Clark's research interests provide intellectual contributions to strategy theory, practice and teaching. She is developing new theory on innovation, entrepreneurial processes and the resource based view of the firm. In addition to studying strategy models and processes, she has recently examined e-Business practices in New Zealand organizations (as part of a FRST-funded programme). Several of her in-depth, Harvard-style, strategy case studies have been published in the Case Research Journal and in a book, Strategic Management Cases (Pearson, 2001). In 2002, Delwyn was the recipient of one of the inaugural New Zealand Tertiary Teaching Excellence Awards for Sustained Excellence.

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Table of Contents

Preface     v
List of Figures     x
Resource-Based Theory
The strategic management question and the emergence of resource-based theory     3
Strategic factor markets and competitive advantage     31
Firm resources and sustained competitive advantage     49
Rbt and Organizational Capabilities
Culture as a source of sustained competitive advantage     79
Trust as a source of sustained competitive advantage     93
Human resources as a source of sustained competitive advantage     121
Information technology as a source of sustained competitive advantage     143
RBT and Organizational Strategies
Resource-based theory and vertical integration     161
Resource-based theory and corporate diversification     185
Resource-based theory and mergers and acquisitions     205
RBT: The Research Frontier
Resource-based theory: empirical research     221
The future of resource-based theory     247
Bibliography     265
Index     307
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