Description
Book SynopsisThe ''Resource-Based View of the Firm'' has emerged over the last fifteen years as one of the dominant perspectives used in strategic management. It addresses the fundamental research question of strategic management: Why it is that some firms persistently outperform others?Resource-Based Theory provides a considered overview of this theory, including the latest developments, from one of the key thinkers in its development. In broad terms it offers an alternative to Michael Porter''s approach, focusing more on the competences and capabilities of the firm, rather than its positioning in its chosen markets.Jay B. Barney has long been recognised as one of the leading contributor to the resource-based theory literature. In this book he has collaborated with Delwyn N. Clark to produce the first book to examine the theory in a holistic and in-depth manner. The authors explore not only the applications of the theory in research, teaching, and practice, but also its early roots in traditional
Trade Review'This book is a tour de force by Barney and Clark, demonstrating the incredible impact of this work on the development of resource-based theory. It presents resource-based thoery as a vibrant area of research, with far-reaching implications, applicability, and an ever-expanding frontier.' * Margaret Peteraf, professor of Strategic Management and Organization, Tuck School of Business, Dartmouth College *
'In this important book, Jay Barney and Delwyn Clark show how resources and markets interact to yield superior firm performance. Students, scholars and practitioners who seek to understand current resource-based thinking will find this essential reading.' * Anita M. McGahan, Everett W. Lord Distinguished Faculty Scholar and Professor of Strategy & Policy, Boston University School of Management *
Table of ContentsPART I: RESOURCE-BASED THEORY ; 1. The strategic management question and the emergence of resource-based theory ; 2. Strategic factor markets and competitive advantage ; 3. Firm resources and sustained competitive advantage ; PART II: RBT AND ORGANIZATIONAL CAPABILITIES ; 4. Culture as a source of sustained competitive advantage ; 5. Trust as a source of sustained competitive advantage ; 6. Trust as a source of sustained competitive advantage ; 7. Information technology as a source of sustained competitive advantage ; PART III: RBT AND ORGANIZATIONAL STRATEGIES ; 8. Resource-based theory and vertical integration ; 9. Resource-based theory and corporate diversification ; 10. Resource-based theory and mergers and acquisitions ; PART IV: RBT: THE RESEARCH FRONTIER ; 11. Resource-based theory: empirical research ; 12. The future of resource-based theory
