Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage

By Christopher B. Bingham, Kathleen M. Eisenhardt. 2008

145 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0f5713847ecad6893da9c74e24ae4be85e849e82

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In Strategy and Management

Citations in the corpus

Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets (2017, background): “27 their countries (Bingham and Eisenhardt 2008; De Ruyter, Moorman, and Lemmink 2001).”
Make it strategic! Financial investment logic is not enough (2011, background): “itly considered as elements of secondary importance because they are resources with specific and limited use (Bingham and Eisenhardt 2008).”
Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies (2012, unknown): “With respect to the former, to more fully capture the strategic value potential of opportunities, strategy consists of engaging in organizational processes that put the firm within an abundant flow of attractive opportunities (Bingham and Eisenhardt, 2008).”
Top management teams and the performance of entrepreneurial firms (2013, background): “In effect, they are the strategy of entrepreneurial firms and central to the strategic logic of opportunity (Bingham and Eisenhardt 2008).”
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018, unknown): “Moreover, any changes that may occur in the task environment are usually linear and predictable (Bingham and Eisenhardt, 2008).”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, background): “44 By contrast, in opportunity logic, executives achieve high performance by using a few simple rules or heuristics to capture varied opportunities (Eisenhardt and Sull, 2001; Bingham and Eisenhardt, 2008).”
Patterns of strategies in Swiss higher education institutions (2011, background): “…Porter 1998) based on in-depth industry analysis and examination of own strengths and weaknesses, as well as of the opportunities and threats a company faces (see also Rivkin 2001; Siggelkov 2002, for a comparison with leverage and opportunity strategic logics Bingham and Eisenhardt 2008).”