The case for a process theory of resource accumulation and deployment

摘要: The resource-based view (RBV) is a useful framework for studying strategic organization. However, it focuses on rent-generating properties of resources, with less attention paid to the processes by which firms accumulate and deploy resources. I contend that organizational design supports these should be integral RBV theorizing. Despite recent debates concerning (Barney, 2001; Lado et al., 2006; Priem Butler, 2001), its conceptualization firm as bundle resources has remained immune criticism. This led scholars consider everything embedded in resource: ‘all assets, capabilities, processes, attributes, information, knowledge, etc.’ 1991: 101). Thus, obscured distinction between other govern resource accumulation deployment. Related research streams shed little light processes. knowledge-based underscores some knowledge (Kogut Zander, 1992). Although several distinguish flows from stocks (e.g., Decarolis Deeds, 1999), this literature disregards constraints limit In turn, absorptive capacity studies internalization external referring cycle acquisition, assimilation, transformation, exploitation (Zahra George, 2002). It concentrates abilities rather than supportive mechanisms. capabilities examines firm’s achieve objectives integrating, combining, leveraging (Hoopes Madsen, 2008). sheds more means acquire release yet falls short revealing how manage their bases. Finally, dynamic concerns ability reconfigure path dependencies changing market conditions (Teece 1997). Capabilities can follow predetermined lifecycles (Helfat Peteraf, 2003) or transformed substituted (Lavie, 2006), mechanisms support reconfiguration have not been specified. These contribute understanding Most approaches do stocks; only one type resource, while others underscore either internal They neither nor they explain interplay. associate competitive advantage 452822 SOQ10310.1177/1476127012452822LavieStrategic Organization 2012