An asymmetry‐based view of advantage: towards an attainable sustainability

By David Miller. 2003

427 citations recorded by the source corpus.

Subfields: Business and International Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2f992e8212731065922cb543052784b9d986f1ab

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Citations in the corpus

Family Governance and Firm Performance: Agency, Stewardship, and Capabilities (2006, background): “This farsighted, focused investment approach builds on path dependencies that keep a firm’s capabilities growing cumulatively, thereby making its learning trajectory especially tough for rivals to imitate (Miller, 2003).”
Filling the institutional void: The social behavior and performance of family vs non-family technology firms in emerging markets (2009, background): “On the other hand, some scholars have argued that cohesive clan cultures in which employees are hired for the long run, and are generously and well treated, are central to competitive advantage in the industries of the future (Collins, 1995; Davis & Meyer, 1998; Koch, 2007; Miller, 2003; Miller & Le”
What Do Entrepreneurs Actually Do? An Observational Study of Entrepreneurs’ Everyday Behavior in the Start–Up and Growth Stages (2012, background): “Therefore, the routines and competencies of the entrepreneurs behind genuinely innovative organizations vary significantly from those of managers (Miller, 2003).”
Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation (2011, background): “Easily acquired or imitated resources offer at best only a temporary basis for competitive advantage ( Miller 2003 ).”
Information Technology and Business-Level Strategy: Toward an Integrated Theoretical Perspective (2013, background): “Such work has viewed IT investments as a means of increasing the firm's competitive advantage (Miller 2003; Powell and Dent- Micallef 1997; Zott 2003) or as a necessity to avoid a disadvantageous position (Mata et al. 1995).”
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* (2007, background): “The last decade has seen the emergence of what may be termed a ‘stewardship’ perspective of organizations (Davis et al., 1997; Donaldson, 1990; Donaldson and Davis, 1991), and its recent application to family businesses (Arregle et al., 2007; Gomez-Mejia et al., 2007; Miller and Le Breton-Miller, 20”
Owner‐Management, Firm Age, and Productivity in Italian Family Firms (2014, background): “This farsighted, focused investment approach builds on path dependencies that keep a firm’s capabilities growing cumulatively, thereby making its learning trajectory especially tough for rivals to imitate (Miller, 2003).”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, background): “Resource complements represent a valuable source of asymmetry (Miller 2003) and involve a situation where the marginal benefit of each resource increases with the level of the other resource.”
Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies (2012, neutral): “5 Although Miller (2003) does in one instance refer to the process as “entrepreneurial” and the descriptions in his paper read like entrepreneurship case studies, the link to the entrepreneurship concept and literature is not emphasized in that work.”
On the Origins of Competitive Advantage: Strategic Factor Markets and Heterogeneous Resource Complementarity (2009, background): “From a theoretical point of view, the literature on capability building (Dierickx & Cool, 1989a; Makadok, 2001; Miller, 2003) suggests that in stead of trying to outsmart factor markets ("re source picking"), firms can idiosyncratically de velop valuable resources internally ("resource building").”
How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity (2009, background): “Capabilities are “the bundles of complementary resources… administrative skills, routines, and physical assetswith the flexibility to generate adaptive and valuable inputs” (Miller, 2003: 964).”
When Does Lack of Resources Make New Firms Innovative (2005, background): “Although this work has focused on explaining why some established firms outperform other established firms (e.g., Miller, 2003), researchers could use this perspective to explain why new firms—firms that do not yet have these resources— are effective at innovation.”