What Makes a Resource Valuable? Identifying the Drivers of Firm-Idiosyncratic Resource Value

By Jens Schmidt, Thomas Keil. 2012

203 citations recorded by the source corpus.

Subfields: Accounting, Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3ef82556c98284efa6ea5fb0cfdef8e1fa451223

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Citations in the corpus

Deconstructing the Way in which Value Is Created in the Context of Social Entrepreneurship (2018, unknown): “It exposes distinctive understandings and aspects of the value concept in very different contexts, and mentions complex value processes (Bowman and Ambrosini 2000, 2007, 2010; Gummerus 2013; Schmidt and Keil 2013).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “Synergies between resources may also exist that enhance their ability to generate competitive advantage (e.g., Adegbesan, 2009; Ennen & Richter, 2010; J. Schmidt & Keil, 2013).”
Getting to the “COR” (2014, background): “Schmidt and Keil (2013) extended the resource-based view by outlining the conditions under which a resource is valuable to a firm.”
Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, background): “The notion of anticipated control points in the emerging ecosystem blueprints relates to recent calls in the demand-side perspective literature on the resource-based view to endogenize the determination of a resource’s value (e.g., Priem, Butler, & Li, 2013; Schmidt & Keil, 2013).”
“Our Most Important Asset” (2014, background): “…Valuation Approaches Within the field of strategic management, there is growing emphasis on understanding the subjective valuation of resources (Schmidt & Keil, 2013; also see Helfat & Peteraf, 2003; Teece, Pisano, & Shuen, 1997), as well as the subjective processes involved in managing these…”
Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market (2017, background): “On the other hand, diversity related to age and nationality values of capabilities is impaired which might be a result of poor management intervention (Bowman and Ambrosini 2001, 2003) and weak governance, given that resources in the firm are complementary to each other (Schmidt and Keil 2013) and t”