The paper explores the usefulness of analysing firins froin the resource side rather than from the product side. In analogy to entry barriers and growth-share lnatrices, the concepts of resource position barrier and resource-product lnatrices are suggested. These tools are then used to highlight the new strategic options which naturallyemergefroin theresource perspective. Read more on ⊕
The resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm’s disposal (Wernerfelt, 1984, p172; Rumelt, 1984, p557-558; Penrose, 1959). To transform a short-run competitive advantage into a sustained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile:105–106 (Peteraf, 1993, p180). Effectively, this translates into valuable resources that are neither perfectly imitable nor substitutable without great effort (Barney, 1991:117).
In addition, through a consistent and sophisticated bundling of activities, their mutual reinforcement can help to further differentiate individual capabilities. Read more on ⊕