Case Study Of RBV

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 Case Study Of RBV Article

В© Academy of Management Journal

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





Ecole des Hautes Etudes Commerciales, Montreal,

and Columbia University


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


Academy of Management Journal


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


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...

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