Resources, Firms, and Strategies: A Reader in the Resource-Based Perspective / Edition 1

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Overview

Strategic management has been increasingly characterized by an emphasis on core competences. Firms are advised to divest unrelated businesses and return to core business. Moreover, competitive advantage is now increasingly seen as a matter of efficiently deploying scarce knowledge resources to product markets. Much of this change in emphasis has occurred because of the emergence of a unified and rigorous approach to strategy, often called the resource-based approach. This Reader brings together extracts from the seminal articles that created this dominant perspective in strategic management. It includes the pioneering work of Selznick, Penrose, and Chandler and more recent writing by Wenerfelt, Barney, Teece, and Prahalad and Hamel.

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Product Details

  • ISBN-13: 9780198781790
  • Publisher: Oxford University Press, USA
  • Publication date: 2/28/1998
  • Series: Oxford Management Readers Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 396
  • Lexile: 1500L (what's this?)
  • Product dimensions: 9.10 (w) x 6.10 (h) x 0.90 (d)

Table of Contents

List of Contributors
List of Illustrations
Foreword
1 Resources and Strategy: A Brief Overview of Themes and Contributions 3
2 Leadership in Administration: A Sociological Interpretation 21
3 The Theory of the Growth of the Firm 27
4 Strategy and Structure 40
5 The Concept of Corporate Strategy 52
6 The Organisation of Industry 60
7 Industry Structure, Market Rivalry, and Public Policy 73
8 An Evolutionary Theory of Economic Change 82
9 Economies of Scope and the Scope of the Enterprise 103
10 A Resource-Based View of the Firm 117
11 Towards a Strategic Theory of the Firm 131
12 Strategic Factor Markets: Expectations, Luck, and Business Strategy 146
13 Asset Stock Accumulation and Sustainability of Competitive Advantage 161
14 Diversification, Ricardian Rents and Tobin's q 173
15 The Cornerstones of Competitive Advantage: A Resource-Based View 187
16 The Resource-Based View Within the Conversation of Strategic Management 204
17 The Core Competence of the Corporation 235
18 Why Do Firms Differ, and How Does it Matter? 257
19 Dynamic Capabilities and Strategic Management 268
20 Transaction-Cost Economics in Real Time 286
21 Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 306
22 Related Diversification, Core Competences, and Corporate Performance 327
23 Resources and Strategy: Problems, Open Issues, and Ways Ahead 345
Index 367
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