This paper extends the resource-based view of the firm to give an overview of the connections between resources and competition. Specifically, it develops a conceptual framework explaining competitive advantage and performance that incorporate the resource-based view of the firm and Porter’s approach to competitive environment. On the basis of this framework, it shows how firms compete for reso...

Software development companies face a globalized, highly competitive and turbulent environment, where efficiency, efficacy and innovation capacity are critical for survival. In this context, small and medium enterprises (SMEs) tend to suffer the most due to the scarcity of resources to which they are usually subjected and their dependence on a few more powerful customers. This paper describes t...

Very few studies have examined performance implications of strategic alliance announcements in the information technologies industry from a resource-based view. Furthermore, none of these studies have investigated resource congruence and alliance motive as potential sources of abnormal firm performance. This paper extends upon current resource-based literature to discover and explore linkages b...

Tendencies such as the increasing spread of market globalization, new technological developments, the reduction of product life cycles and aggressive competition, are generating high levels of environmental changes and uncertainty for organizations of all types (Volberda, 1996; Sanchez, 1997). These circumstances require rapid responses through adaptations of organizational attitudes and capabi...

From the resource-based view of the firm to the knowledge-based view of the firm it is clear that a particular intangible resource has become the cornerstone of sustainable competitive advantage (Barney, 1986; Conner, 1991; Foss, 1996; Lippman and Rumelt, 1982; Penrose, 1959). This resource is organizational knowledge. According to Peteraf’s framework (1993) “four conditions must be met for a f...