How the Resource‐based and the Dynamic Capability Views of the Firm Inform Corporate‐level Strategy

By Cliff Bowman, Véronique Ambrosini. 2003

501 citations recorded by the source corpus.

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Citations in the corpus

How Does the Market Value Corporate Sustainability Performance? (2011, unknown): “The RBP suggest that companies generate sustainable competitive advantages by effectively controlling and manipulating their resources that are valuable, rare, cannot be perfectly imitated, and for which no perfect substitute is available (see, for example, Barney 1999; Bowman and Ambrosini 2003; Kr”
Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach (2010, unknown): “They enable both new resource creation via ‘reconfiguration, leverage, learning and integration’ (Bowman and Ambrosini, 2003, p. 293) and alteration of an existing resource base by creating, integrating, recombining and releasing resources (Eisenhardt and Martin, 2000).”
The Corporate Headquarters in the Contemporary Corporation: Advancing a Multimarket Firm Perspective (2015, background): “, & Campbell, A. (2001). Why corporate initiatives get stuck? Long Range Planning, 34(1), 33–52. Datta, D. K., Deepak, K., & Guthrie, J. P. (1994). Executive succession: Organizational antecedents of CEO characteristics. Strategic Management Journal, 15, 569–577. Davis, J. C., & Henderson, J. V. (20”
What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009, unknown): “Specifically, Bowman and Ambrosini (2003) building on Teece et al. (1997) explain that dynamic capabilities comprise four main processes: reconfiguration, leveraging, learning and creative integration.”
Slack Resources and the Rent-Generating Potential of Firm-Specific Knowledge (2016, background): “The ultimate value of firm-specific knowledge is determined in part by the degree to which it contributes to the firm’s adaptation to environment change (Bowman & Ambrosini, 2003; Priem & Butler, 2001).”
Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?* (2008, background): “Some authors (Bowman and Ambrosini, 2003; Teece, Pisano and Shuen, 1997) have referred to learning as a specific type of process underlying dynamic capabilities, which is based on repetition, experimentation and identification of new opportunities. Conversely, Zott (2003) identifies learning of reso”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…Hypothesis development, survey, regression analysis CEO perceptions of the drivers of strategic flexibility during business model innovation Bowman & Ambrosini (2003) Conceptual Literature review Dynamic capability view can be used to extend resource-based view to inform our…”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, background): “First, we expect there to be scale and scope economies for any learned capability, including a DC (e.g., Bowman and Ambrosini 2003; Zollo and Winter 2002).”
Corporate Social Responsibility and Resource-Based Perspectives (2006, background): “Resources are most difficult to imitate when they are (Barney, 1999; Bowman and Ambrosini, 2003):”
Big data analytics capabilities: a systematic literature review and research agenda (2017, background): “This of course does not lessen the importance of big data resources and capabilities, since their availability and VRIN characteristics can determine the strength of the associated insights that augment organizational capabilities (Bowman and Ambrosini 2003; Meyer-Waarden 2016).”
*Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda (2006, background): “The literature shows that established companies benefit from having dynamic capabilities in crafting new business and corporate strategies (Bowman and Ambrosini, 2003); entering new market arenas (King and Tucci, 2002); completing successful mergers; learning new skills (Bowman and Ambrosini 2003; Z”
Linking intangible resources and entrepreneurial orientation to export performance: The mediating effect of dynamic capabilities (2019, background): “Bowman and Ambrosini (2003) state that firms may possess resources but they must also display dynamic capabilities, otherwise shareholder value will be destroyed.”