ArticlePDF Available

The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation

Authors:
Robert M. Grant at Bocconi University
Robert M. Grant
Download full-text PDF
Read full-text
Download citation

Abstract

Strategy has been defined as “the match an ovganization makes between its internal resources and skills … and the opportunities and risks created by its external environment.” 1 During the 1980s, the principal developments in strategy analysis focussed upon the link between strategy and the external environment. Prominent examples of this focus are Michael Porter's analysis of industry structure and competitive positioning and the empirical studies undertaken by the PIMS project. 2 By contrast, the link between strategy and the firm's resources and skills has suffered comparative neglect. Most research into the strategic implications of the firm's internal environment has been concerned with issues of strategy implementation and analysis of the organizational processes through which strategies emerge. 3
Content uploaded by Robert M. Grant
Author content
All content in this area was uploaded by Robert M. Grant on Jun 29, 2016
Content may be subject to copyright.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
The Resource-Based Theory of Competitive Advantage: Implications for Strategy...
Grant, Robert M.
California Management Review; Spring 1991; 33, 3; ABI/INFORM Global
pg. 114
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
... Dentro de la gran variedad de recursos con los que dispone una organización, la RBV hace énfasis en una clasificación básica, al dividirlos en activos tangibles e intangibles, donde sobresalen los segundos como aspectos inmateriales que por su constitución pueden generar valor futuro, que a su vez, garantizará una ventaja competitiva sostenida (Barney, 1991;Grant, 1991;1996a;1996b;Barney, 2001). ...
... En este sentido, el estudio de la interacción social dentro de la organización mediante activos intangibles como la cultura y la motivación ha percibido efectos relevantes como lo es la ventaja competitiva (Barney, 1991;Grant, 1991;Barney, Ketchen & Wright, 2011) ya que estos no sólo definen aspectos importantes para los trabajadores, sino que a su vez dan pauta para mejorar el desempeño, progreso y eficiencia a través de la interacción de dichos factores claves. Sin embargo, la evidencia empírica que pruebe la relación entre las variables de cultura organizacional y motivación laboral es escasa. ...
Relación entre la cultura organizacional y la motivación de los empleados de dos instituciones educativas de nivel superior de Ciudad Obregón, Sonora
Chapter
Full-text available
  • Aug 2017
El presente protocolo de investigación forma parte del proyecto de titulación de la maestría en Gestión Organizacional en el Instituto Tecnológico de Sonora. Se encuentra conformado por antecedentes de la temática a desarrollar, se aborda la problemática de la investigación a través de una matriz de congruencias con las preguntas, objetivos e hipótesis de investigación, así como un modelo hipotético sobre la relación de las variables. Se presenta brevemente una revisión de literatura y de igual forma se menciona la propuesta de diseño metodológico que se llevará a cabo para la realización del trabajo.
View
... Minimnya akses ke perangkat keras, seperti kamera berkualitas, komputer, dan jaringan internet yang stabil, membatasi kemampuan madrasah untuk menghasilkan konten promosi yang kompetitif. Berdasarkan teori teknologi dan sumber daya (Grant, 1991), ketersediaan infrastruktur yang memadai adalah faktor utama yang mendukung keberhasilan inovasi. Oleh karena itu, MI Nurul Hikmah perlu mempertimbangkan kolaborasi dengan pihak eksternal, seperti donatur, sponsor, atau komunitas lokal, untuk mendukung pengadaan infrastruktur teknologi yang lebih baik. ...
OPTIMALISASI PEMANFAATAN TEKNOLOGI DALAM STRATEGI PROMOSI DI MI NURUL HIKMAH
Article
Full-text available
  • Feb 2025
Abstrak Penelitian ini bertujuan menganalisis pemanfaatan teknologi dalam strategi promosi di MI Nurul Hikmah serta mengidentifikasi kendala yang dihadapi. Metode yang digunakan adalah kualitatif dengan pendekatan studi kasus. Data dikumpulkan melalui wawancara, observasi, dan dokumentasi, kemudian dianalisis dengan redukasi data, penyajian data dan penarikan kesimpulan, uji validitas data mengunakan triangulasi sumber dan triangulasi teknik. Hasil penelitian menunjukkan bahwa teknologi, terutama media sosial dan website, telah membantu madrasah dalam menyebarkan informasi dan meningkatkan visibilitas. Namun, pemanfaatan teknologi dalam promosi masih bersifat parsial dan belum terintegrasi dengan baik. Kendala utama yang dihadapi adalah keterbatasan kompetensi SDM, infrastruktur teknologi yang kurang memadai, dan anggaran yang terbatas. Berdasarkan teori digital transformation, keberhasilan teknologi membutuhkan perencanaan yang terstruktur dan pengelolaan yang profesional. Penelitian ini merekomendasikan MI Nurul Hikmah untuk mengembangkan strategi promosi yang lebih terstruktur, termasuk pelatihan digital untuk staf, pengelolaan media sosial dan website secara profesional, serta peningkatan infrastruktur teknologi. Dengan langkah-langkah ini, MI Nurul Hikmah dapat meningkatkan daya saing dan adaptasi terhadap perkembangan teknologi. Kata Kunci: Teknologi, Strategi Promosi, dan Madrasah
View
... No obstante, los factores internos también intervienen en su éxito influenciando el desempeño de la mipymes al depender de sus recursos y capacidades para responder de manera competitiva a las diferentes situaciones que se les presentan. La evidencia empírica (Barney, 1991;Grant, 1991;Gans & Ryall, 2017) menciona como la Teoría de los Recursos y Capacidades (TRRCC) enfatiza su importancia, dada la heterogeneidad y diversidad entre ellas. ...
Estrategias para mejorar la competitividad de la MIPYMES en Perú https://editorial.epnewman.edu.pe/eep/catalog/book/5
Book
Full-text available
  • Mar 2024
Este trabajo es fruto de la colaboración de numerosos investigadores de diferentes universidades iberoamericanas e instituciones oficiales de apoyo a la mipyme, que han participado activamente en la recolección de los datos y en la elaboración de los diferentes informes nacionales y regionales realizados. En específico, este informe trabaja sobre los resultados obtenidos en el territorio peruano, para el cual varios investigadores de diferentes países contribuyeron con su conocimiento y experiencia.
View
... Human capital is distinct and irreplaceable due to its intangible and specialized nature (Coff & Kryscynski, 2011;Grant, 1991). Replicating human capital is challenging, as its benefits are difficult to quantify and may be achieved through alternative means. ...
Meditating Role of Corporate Social Responsibility Between Human Capital and SME Internationalization
Article
Full-text available
  • Mar 2025
The study investigates the relationship between human capital and SME internationalization, with a focus on the mediating role of corporate social responsibility (CSR). It proposes that human capital positively influences SME internationalization and that this relationship is mediated by the adoption of CSR. The study draws upon the resource-based view and stakeholder theory to provide a theoretical framework. It employs a quantitative research approach, collecting quantitative data from 250 SMEs through structured questionnaires. The findings reveal the important mediating role of CSR between human capital and SME internationalization. From a practical perspective, the study's insights can guide SME managers and policymakers in leveraging human capital and CSR for internationalization of SMEs.
View
... Knowledge in organizations should represent the foundation on which company strategy is built. This means that knowledge should be understood as the fundamental factor of sustained performance (Grant 1991;Spender/Grant 1996;Spender 1994). Management support is the most important factor of systematic knowledge management. ...
Organizational Culture And Knowledge Management Of Non-Teaching Personnel Of The Schools In Hubei Province
Article
Full-text available
  • Mar 2025
Non-teaching personnel play an important role in the organization of state universities and colleges, particularly in China. As public servants, they play an important role in achieving goals and must be committed to carrying out their duties with the utmost integrity and providing as honest and transparent a service as possible. Furthermore, they make an important contribution to the institution's day-to-day activity or transaction. They have a wide range of positions available, such as student learning support, administrative functions, safety and security, facilities and maintenance group, technical support expert, finance and accounting, and many more. As the 21st century opens, tertiary education is facing unprecedented challenges and the tertiary education sector must play a central role in preparing societies for new times. A major problem that is now influencing education is the significant shift brought about by the Fourth Industrial Revolution. To respond to fast change, this industrial revolution needs more competent, flexible, adaptive, and responsive human resources. The goal of this paper is to gain a better understanding of the relationship between organizational culture and knowledge management processes in HEIs through an empirical study of schools in Hubei Province of China.
View
... This study extends the RBV theory (Barney, 1991;Grant, 1991) by investigating the role of design leadership in influencing workplace innovation and its mediating influence on organisational performance. A crucial contribution lies in emphasising how contextual differentiation influences the application of RBV assumptions. ...
Leading and innovating organisational performance: a cross-country comparative analysis of entrepreneurial SME ventures
Article
  • Mar 2025
Purpose The purpose of this study is to understand how leaders of entrepreneurial small and medium-sized enterprises (SMEs) in Australia and Pakistan strategise and design their organisational environments to enable innovation and enhanced organisational performance. Design/methodology/approach Drawing from the resource-based view (RBV) theory, this study investigates the mediating role of workplace innovation between design leadership and organisational performance across entrepreneurial SMEs in Australia and Pakistan. Data were obtained from 367 top-level executives in Australia and 367 from Pakistan using paper-based and online surveys. Findings The results highlight significant cross-country differences, indicating that entrepreneurial SMEs in Pakistan tend to overlook the creation of an enabling work environment favourable for innovation, which reduces the positive impact on organisational performance. In contrast, Australian SMEs exhibit a stronger alignment between innovation and performance outcomes. Research limitations/implications The study makes a theoretical contribution by extending RBV theory within the contexts of design leadership, workplace innovation and SME performance, particularly in comparative international settings. Practical implications The findings offer actionable strategies for SME leaders, particularly in developing economies, highlighting the significance of encouraging internal abilities such as a conducive innovation culture. This could model strategic development and training schemes designed to achieve sustainable competitive advantage through improved organisational performance. Originality/value This study uniquely reveals the differential mediating effect of workplace innovation on the design leadership–performance nexus in developed versus developing countries. The absence of significant mediation in Pakistan stresses the distinct entrepreneurial underlying forces and challenges faced by SMEs in developing economies.
View
Organizational Architecture of Human Resources
Article
Full-text available
  • Mar 2025
In the human resource-based view of an organisation, resource heterogeneity of the firm provides sustainable competitive advantage. The two core variables that define the resource heterogeneity are the content capital (human capital) and the contextual capital (organisational and managerial processes) of the firm. Using the architectural designs that specify the gradient of organisational performance, this paper suggests the organisational architecture of human resources, delineating the mechanisms of content capital and contextual capital formations. The general model of architecture explains the key variables that architect the content capital and contextual capital. The interactive architectural designs specify the patterns of interaction between the contextual capital processes like leadership, decision-making, communication, motivational strategies, control systems, innovation processes and organisational culture that interact with the content capital of weak and strong patterns producing varying organizational performance outcomes.
View
ANALISIS DAYA SAING DAERAH TUJUAN WISATA UNTUK MENENTUKAN SKALA PRIORITAS PEMBANGUNAN DI JAWA TIMUR (Studi kasus: Kabupaten Jember dan Kabupaten Banyuwangi).
Article
  • Feb 2018
Jember Regency of East Java a city with tourist attractions amounted to 44 (fortyfour) and excellent products interesting to know and worth to visit. Jember Fashion Carnaval (JFC); an annual fashion parade event held in Jember, suwar suwir, edamame is popularly known. The competitiveness of tourist destinations using Banyuwangi International Tour de Banyuwangi Ijen, Banyuwangi Batik Festival, and Beach Jazz Festival, also have a new airport (airport) and are in the area most Eastern in East Java. The two districts have many strengths (Strengths) and opportunities (Opportunities) to be developed through the scale of their development priorities. The research was conducted in 2017 in Jember Regency and Banyuwangi Regency of East Java. Objective: To analyze the competitiveness of Jember regency tourist destination, and Banyuwangi, as an effort to know the priority scale of Development in East Java; Determining the position of competitiveness of tourist destinations of Jember Regency compared with Banyuwangi Regency. The result shows that tourism growth in Banyuwangi is bigger than Jember Regency. Meanwhile, price competitiveness indicator price and indicator of openness tends to be constant. Keyword: Jember, Banyuwangi, competitiveness, East Java
View
COMPETENCIAS PROFESIONALES DESARROLLADAS EN LA TUTORÍA ACADÉMICA OFERTADA EN LA NORMAL DE LOS REYES ACAQUILPAN
Article
Full-text available
  • Mar 2025
Durante la última década, la Escuela Normal de los Reyes Acaquilpan (ENRA) ha ofrecido el servicio de tutoría para atender de manera integral a los estudiantes. En la práctica existe poca documentación de los procesos tutoriales, diversidad de conceptos, desarrollo de competencias y otros ámbitos desde la experiencia de los tutores. La presente investigación tiene por objetivo analizar la mediación del docente en el desarrollo de las competencias profesionales adquiridas durante el proceso de tutoría. Se analiza a través de un diseño de encuesta, como instrumento de recogida de datos. En el análisis descriptivo se analizan las competencias, conocimientos y habilidades desarrolladas por los alumnos; las estrategias metodológicas, enfoques, contextos, ambientes de aprendizaje, competencias cognitivas, sociales y afectivas abordadas por los tutores. La tutoría se concibe como instrumento de cambio para apoyar a los docentes en formación. La tutoría desarrolla la metacognición, identifica fuentes de información confiable, emite juicios, identifica estilos de aprendizaje, contrasta autores, reconoce inconsistencias lógicas de razonamiento, y compromiso con las metas de aprendizaje. El tutor utiliza el debate dirigido, análisis de texto, conoce el perfil del alumno en el ámbito de las aptitudes, actitudes, intereses, resolución de problemas, pensamiento crítico, cooperación y trabaja en equipo.
View
How Instrumental is Organizational Agility Toward Sustainable Human Resource Management During the VUCA Situation
Article
Full-text available
  • Oct 2024
The COVID-19 pandemic caused volatility, uncertainty, complexity, and ambiguity (VUCA), and has created an unprecedented change for all organizations to either evolved or seized to exist. The dynamism due to COVID-19 has forced the HRM function to look forward to organizational agility to adapt and stay in business. The approach to make a linkage between COVID-19, organizational agility, and sustainable HRM is theoretically argued based on a resource-based theory. By conceptualizing the work of Dyer & Shafer (2014) and Nijssen & Paauwe (2012) five dimensions are identified to measure organizational agility, which includes fluid organizational design, flexible core business strategy, distributive information, fast organizational learning, and highly adaptable infrastructure and workplace design. However, further research is needed to confirm the dimensions proposed and to expand them into indicators that can specifically measure organizational agility as a variable.
View
ResearchGate has not been able to resolve any references for this publication.