Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? Yes

Cited by (1,011)

Items 301–400 of 1,011

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5. How does HRM enhance strategic capabilities? Evidence from the Korean management consulting industry
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7. Efficiency and Personalization as Value Creation in Internationalizing High‐Technology SMEs
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10. High‐performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability
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11. Théorie des ressources : débats théoriques et applicabilités
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18. ALIGNING KNOWLEDGE STRATEGY AND COMPETITIVE STRATEGY IN SMALL FIRMS
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19. Strategy competence: a successful approach to international market entry
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20. Green leadership in manufacturing industry: Unveiling the green Revolution's impact on organizational performance
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21. RBV and the Road to the Control of External Organizations
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22. Environmental scanning, resource orchestration, and disruptive innovation
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23. Applying real options theory to HRM: an empirical study of IT software firms in India
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24. Impact of market orientation on competitiveness: Analysis of internationalized medium-sized and large enterprises
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25. The Retailer's Perspective on the Link Between Logistical Resources and Perceived Customer Loyalty to Manufacturer Brands
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26. About Reference Disciplines and Reference Differences: A Critique of Wade et al.
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27. Factors Affecting the Survival of SMEs: A Study of Biotechnology Firms in South Korea
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28. SME Managers and Financial Literacy; Does Financial Literacy Really Matter?
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29. Strategic drift in international non‐governmental development organizations—putting strategy in the background of organizational change
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30. Factors Associated with Creative Strategic Decisions
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31. A network perspective on resource interaction: Past, present and future
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32. The Role of Competitive Advantage in Mediating the Relationship Between Digital Transformation and MSME Performance in Bali
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33. The role of SHRM in turning tacit knowledge into explicit knowledge: a cross-national study of the UK and Malta
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34. Positive psychological capital, market orientation, and business performance of family business in the culinary sector: A research study
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35. The strategic dilemmas of innovative enterprises: proposals for high‐technology sectors
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36. How do turbulent sectoral conditions sector influence the value of coal mining enterprises? Perspectives from the Central-Eastern Europe coal mining industry
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37. Management control system, corporate social responsibility, and firm performance
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38. From Resources to Value and Back: Competition Between and Within Organizations
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39. Point–counterpoint: Resource heterogeneity, performance, and competitive advantage
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40. The Impact of Competitive Strategies on Performance of Banking Sector; The Mediating Role of Corporate Social Responsibility and Operational Excellence
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41. Integrating Human Resource and Technological Capabilities: The Influence of Global Business Strategies on Workplace Strategy Choices
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42. Innovation diffusion of new wood-based materials – reducing the “time to market”
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43. Enhancing corporate reputation for market expansion in China: customer orientation and the mediating effect of product and service quality
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44. Perceived mutual impact of strategy and organizational structure: Findings from the high-technology enterprises
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45. A liminal lens on integrating refugees into the workplace: Conceptualising a theoretical model
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46. Assessing the Effect of Dynamic Capabilities on the ESG Reporting and Corporate Performance Relationship With Topic Modeling: Evidence From Global Companies
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47. Aligning Business Strategies and IS Resources in Japanese SMEs: A Resource-Based View
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48. The Resource-Based View and The Concept of Value: The Role of Emergence in Value Creation
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49. ENVIRONMENTAL MANAGEMENT IN SMES: ORGANIZATIONAL AND SECTORAL DETERMINANTS IN THE CONTEXT OF AN OUTERMOST EUROPEAN REGION
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50. Still Not Solved: The Persistent Problem of IT Strategic Planning
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51. The Synergistic Effects of Strategic Flexibility and Technological Resources on Performance of SMEs
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52. Technological changes––the impact on the raw material flow and production
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53. Beyond profit in family businesses: ESG-driven business model innovation and the critical role of digital capabilities
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54. Factor payments, resource‐based bargaining, and the creation of firm wealth in technology‐based ventures
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55. Modern Resource-based Theory(ies)
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56. An empirical analysis of the influence of cross‐relational impacts of strategy analysis on relationship performance in a business network context
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57. Revisión teórica de las capacidades dinámicas empresariales
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58. Human resource capabilities in uncertain environments
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59. The Internationalization Process as Generator Element of Dynamic Capacities: the case of WEG in Argentina and China
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60. Inside the leader relationship: constructive controversy for team effectiveness in C hina
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61. Estratégias de inovação sob a perspectiva da Resourced-Based View: análise e evidências em empresas de base tecnológica
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62. How Best to Communicate Intangible Resources on Websites to Inform Corporate‐Growth Reputation of Small Entrepreneurial Businesses
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63. An analytical framework based on AHP and activity-based costing to assess the value of competencies in production processes
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64. Complexities in IS sourcing
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65. New Venture Survival and Growth: Does the Fog Lift?
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66. Empowering Individuals for Team Innovation in China: Conflict Management and Problem Solving
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67. Competencies and success of motion picture actors: a resource-based and competence-based empirical analysis
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68. The Duality of Big Data in Explaining Decision-Making Quality
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69. The key enablers of competitive advantage formation in small and medium enterprises: The case of the Ha’il region
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70. Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India
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71. The Offensive Framework of Resource Based View (RBV): Inhibiting Others from Pursuing Their Own Values
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72. Making history: Sources of organizational history and its rhetorical construction
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73. Innovation strategies for functional foods and supplements—challenges of the positioning between foods and drugs
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74. Coping with multilingualism: Internationalization and the evolution of language strategy
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75. On the Path Towards a Competence-Based Theory of the Firm
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76. Building new business models in MSMEs: digital capabilities, global value chains integration and the moderating role of entrepreneurial failure
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77. Human resource management as an internal antecedent of environmental management: a joint analysis with competitive consequences in the hotel industry
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78. A Practical Proposal for a “Competence Plan Fulfillment” Key Performance Indicator
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83. Scientific Progress in Strategic Management: The Case of the Resource-Based View
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85. Absorptive capacity: how organisations assimilate and apply knowledge to improve performance
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86. SUCCESS STORIES IN KNOWLEDGE MANAGEMENT SYSTEMS
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88. Unravelling Factors Influencing Firm Performance: Evidence from the SMEs in Tourism Industry
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90. Resource Immobility and Sustained Performance: A Systematic Assessment of How Immobility Has Been Considered in Empirical Resource‐based Studies
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