Case Study Of RBV

Home - Case Study Of RBV - Case Study Of RBV

08.08.2019-861 views -Case Study Of RBV

 Case Study Of RBV Article

В© Academy of Management Journal

1996, Volume. 39, Number 3. 519-543.

THE RESOURCE-BASED VIEW OF THE FIRM IN

TWO CONDITIONS: THE SHOWMANSHIP FILM

STUDIOS FROM 1936 TO 1965

DANNY CALLIER

Ecole des Hautes Etudes Commerciales, Montreal,

and Columbia University

JAMAL SHAMSIE

New York University

This information continues to operationally define and test the resourcehased perspective of the firm in a study of the main U. S. film companies from 1936 to 1965. We discovered that property-hased resources in the form of exclusive long term contracts with stars and theaters helped financial efficiency in the secure, predictable environment of 1936-50. In contrast, knowledge-based resources by means of production and coordinative talent and costs boosted monetary performance inside the more unclear (changing and unpredictable) post-television environment of 1951-65.

The resource-based look at of the organization provides a valuable complement to Porter's (1980) well-known strength perspective of strategy. This view changes the emphasis from the competitive environment of firms towards the resources that firms have developed to remain competitive in that environment. Unfortunately, even though it has generated a great deal of conceptualising (see reviews by Black and Boal [1994] and Peteraf [1993]), the resource-based perspective is just beginning to occasion systematic empirical research (Collis, 1991; Henderson & Cockburn, 1994; Montgomery & Wernerfelt, 1988; McGrath, MacMillan, & Venkatraman, 1995). Therefore, the concept of solutions remains a great amorphous the one that is rarely operationally defined or tested for its functionality implications in various competitive environments. In the interests of screening and improving the application of the resourcebased look at, this study develops the distinction among property-based and knowledge-based resources. We argue that the former will probably contribute most to efficiency in secure and estimated settings, whereas the latter will probably be of the best utility in uncertain—that can be, changing and unpredictable—environments (Miller, 1988; Thompson, 1967). Indeed, in this article we all attempt to push from a resource-based " view" toward a " theory" by simply progressing via description to testable prediction. A view is a product

We wish to accept the helpful suggestions of Ming-Jer Chen, Steve Zyglidopoulos, and two unknown reviewers. 519

520

Academy of Management Journal

Summer

of evocative description, nevertheless theory requirements the ingredients of falsifiable propositions.

THE SIZE OF RESOURCES

In respect to Wernerfelt, resources consist of " whatever might he thought of as a strength or weakness of any given firm" and so " could he defined as these [tangible and intangible assets] which are attached semipermanently for the firm" (1984: 172). Assets are thought to confer everlasting competitive advantages to a firm to the extent that they are unusual or hard to imitate, have no direct suhstitutes, and enable companies to pursue options or steer clear of threats (Barney, 1991). The last attribute is among the most obvious: assets must have a few value—some capacity to generate profits or prevent deficits. But if other firms have them, resources will be unable to contribute to superior earnings: their general availability is going to neutralize any kind of special advantage. And for similar reason, quickly availahle suhstitutes for a reference will also nullify its worth. Thus, assets must be challenging to create, purchase, substitute, or perhaps imitate. This kind of last point is central to the quarrels of the resource-based view (Barney, 1991; Lippman & Rumelt, 1982; Peteraf, 1993). Uncommon returns cannot be obtained when ever competitors can copy the other person. Thus, the scope on this study will certainly he limited strictly to nonimitahle resources. Clearly, there are numerous resources which may meet these kinds of criteria, albeit with varying effectiveness below different instances: important us patents or copyrights, brand names, perfect distribution places, exclusive contracts for unique factors...

Sources: Amit, R., & Schoemaker, P. 1993. Strategic resources and company rent. Strategic Management

Record, 14: 33-46.

Barney, J. 1986. Tactical factor markets: Expectations, fortune and organization strategy. Administration

Science, thirty-two: 1231-1241.

Barney, J. 1991. Firm assets and endured competitive benefits. Journal of Management,

18: 99-120.

Belsley, D., Kuh, E., & Welsch, L. 1980. Regression diagnostics. Ny: Wiley.

Black, J. A., & Boal, K. N. 1994. Tactical resources: Qualities, configurations and paths to sustainable

competitive advantage

Bohn, T., Stromgren, R., & Johnson, D. 1978. Mild and dark areas: A history of motion pictures

(2nd ed. )

Bordwell, D., Staiger, L., & Thompson, K. (Eds. ). 1985. The time-honored Hollywood movie theater: Film

style and function of production to 1960

Brumagin, A. L. 1994. A structure of corporate resources. In P. Shrivastava & A. Huff (Eds. ),

Improvements in tactical management, vol

Burns, Big t., & Stalker, G. 61. The managing of development. London: Tavistock.

Collis, G. J. 1991. A resource-based analysis of worldwide competition: The truth of the bearings

industry

Conant, M. 60. Antitrust in the motion picture market. Berkeley: College or university of A bunch of states

Press.

Conner, K. R. 1991. A historical a comparison of resource-based theory and five schools of thought

inside industrial economics

Dierickx, I., & Cool, K. 1989. Asset share accumulation plus the sustainability of competitive

edge

Fiol, C. M. 1991. Managing lifestyle as a competitive resource. Journal of Managing, 17:

191-211.

Geroski, P., & Vlassopoulos, T. 1991. The climb and fall of a marketplace leader. Tactical Management

Journal, 12: 467-478.

Gomery, M. 1991. Video history: A survey. Belmont, CA: Wadsworth.

Grant, Ur. M. 1991. The resource-based theory of competitive advantage: Implications intended for strategy

ingredients

Hall, L. 1992. The strategic examination of intangible resources. Tactical Management Journal,

13: 135-144.

Hall, Ur. 1993. A framework relating intangible assets and features to lasting competitive edge. Strategic Administration Journal, 14: 607-618.

Huettig, M. Deb. 1985. Economical control of the motion picture market. In T. Balio (Ed. ), The

American film industry: 285-310

Itami, They would. 1987. Mobilizing invisible possessions. Cambridge, MA: Harvard University Press.

Judge, G., Slope, R,, Griffiths, W., Lutkepohl, H., & Lee, To. 1988. Summary of the theory and

practice of econometrics (2nd ed. )

Kindem, G. 1982. Artist 's superstar system: A historical summary. In G. Kindem (Ed. ),

The American video industry: 79-93

Kmenta, T. 1986. Aspects of econometrics (2nd ed. ). New York: Macmillan.

Lado, A. A., Boyd, N. G., & Wright, P. 1992. A proficiency model of sustained competitive

benefits

Lasky, M. 1989. RKO: The biggest tiny major of them all. Santa Monica, CA: Roundtable Publishing.

Lawrence, P., & Lorsch, M. 1967. Organization and environment. Boston: Harvard University

Press.

Lieberman, M., & Montgomery, D. 1988. First-mover advantages. Strategic Managing Journal, being unfaithful: 41-58.

Lippman, S. A., & Rumelt, R. 1982. Uncertain imitability: An evaluation of interfirm differences

in efficiency beneath competition

Mahoney, J. T., & Pandian, J. 1992. The resource-based view inside the conversation of strategic

supervision

Mast, G. 1992. A shorter history of the movies (revised simply by B. Kawin). New York: Macmillan.

McGrath, Ur. G., MacMillan, I. C, & Venkatraman, S. 95. Defining and developing competence:

A strategic process paradigm

Michael jordan, P. 1968. The Senior high Awards: A pictorial record. New York: Produced.

Miller, Deb. 1988. Relating Porter is actually business ways of environment and structure. Schools

of Managing Journal, 23: 280-309.

Callier, D. 1996. Gonfigurations revisited. Strategic Supervision Journal, in press.

Burns, D., & Friesen, S. H. 1984. Organizations: A quantum look at. Englewood Gliffs, NJ:

Prentice-Hall.

Montgomery, C. A., & Wernerfelt, N. 1988. Diversity, Ricardian rents, and Tobin 's Queen. Band

Diary of Economics, 19: 623-632.

Nelson, L., & Winter months, S. 1982. An evolutionary theory of economic change. Cambridge, MOTHER:

Harvard University or college Press.

Peteraf, M. 93. The cornerstones of competitive advantage: A resource-based perspective. Strategic

Managing Journal, 16: 179-192.

Assurer, M. Elizabeth. 1980. Competitive strategy. New York: Free Press.

Porter, Meters. E. 1985. Competitive advantage. New York: Totally free Press.

Avoir, M. E. 1991. Towards a active theory of strategy. Proper Management Journal,

12: 95-117.

Prahalad, C. K., & Hamel, G. 1990. The core skills of the organization. Harvard Business

Review, 68(3): 79-91.

Prais, S. M., & Winsten, C. 1954. Trend estimators and serial correlation. Cowles Commission

Debate Paper #383, Chicago.

Reed, R., & DeFillippi, L. J. 1990. Causal ambiguity, barriers to imitation, and sustainable

competitive advantage

Robins, J. A. 1993. Businesses as technique: Restructuring development in the film industry.

Robins, J. A., & Wiersema, M. 95. A resource-based approach to the multibusiness organization.

Related