This study reviews empirical studies of the resource-based view (RBV) and examines methodological issues and new directions that will help to clarify the value and boundaries of the RBV. Through our comprehensive review of the research design and operationalization of resource-based constructs used in 125 empirical studies, we (1) discuss key empirical issues particularly important to RBV resea...

The resource-based view of the firm (RBV) has become the dominant framework in strategic management research. Its basic assumption is that firms can exploit strategic assets in order to create competitive advantage and thus above average performance. Another core assumption of the RBV is that strategic assets can be complementary. This means their value increases when they are combined. “Comple...

We apply insights from organizational behavior, psychology, and sociology to make the case that community in which a firm is embedded valuable, rare, inimitable, nonsubstitutable resource holds potential as source of sustained competitive advantage. First, we review several key principles resource-based view (RBV) show how they strategic resource, incorporating prior work simultaneously address...

Two opposing theories have been proposed to explain competitive advantage of firms. First, the market-based view (MBV) is focused on product or market positions and competition while second, the resource-based view (RBV) aims at explaining success by inwardly looking at unique resources and capabilities of a firm. Research has been struggling to distinguish impacts of these theories for illumin...

Recent studies have highlighted the utility of the resource-based view (RBV) in understanding the development and application of IT capabilities and resources in organisations. Nevertheless, IS research has inadvertently carried over several fundamental problems and weaknesses with the RBV from reference disciplines. This paper proposes an integrative theory, model and research framework that d...