The resource‐based view of the firm: some stumbling‐blocks on the road to understanding sustainable competitive advantage

By J. Fahy. 2000

500 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/58fde29f3da161058d9e15cc0676adbcbd600e0c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Frank J. van Rijnsoever
2. A. Rialp
3. J. Rialp
4. Tim Breitbarth
5. Carmen Stoian
6. C. Barry
7. Chris P. Eveleens
8. P. Harris

In Strategy and Management

1. G. Knight
2. A. Rialp
3. J. Rialp
4. Eva Niesten
5. Tim Breitbarth
6. Carmen Stoian
7. A. Mossel
8. C. Barry

Citations in the corpus

• The phenomenon of early internationalizing firms: what do we know after a decade (1993-2003) of scientific inquiry? (2005, background): “Essentially, it is the result of mixing primarily intangible resources in such a way that generates complex interactions among them as well as internationally intensive routines through which all the firm’s resources are coordinated (Fahy, 2000; Grant, 1991).”
• Management, strategic management theories and thelinkage with organizational competitive advantage from theresource-based View (2009, background): “The resource-based view has been criticized for exhibiting circular reasoning in that one of its fundamental elements, namely, value, can only be assessed in terms of a particular context (Barney, 1991; Kay, 1993; cited in Fahy, 2000).”
• The Role of Corporate Social Responsibility in the Football Business: Towards the Development of a Conceptual Model (2008, background): “It is underpinned by the premise that resources determine the performance and outcome of value creating processes (Barney & Arikan, 2001; Fahy, 2000).”
• Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “Finally, as the RBV is the most established theory of competitive advantage (Fahy 2000), it allows us to explain how different CSR activities can contribute to different competitive advantages and firm growth if aligned with specific competitive strategies.”
• The resource‐based view and value: the customer‐based view of the firm (2007, background): “More recently, these advantage-creating characteristics have parsimoniously been subsumed into the three key criteria of value, barriers to duplication and appropriability ( Fahy, 2000”
• Navigators through the storm: A review of organization theories and the behavior of incumbent firms during transitions (2017, background): “It is up to the firm’s management to deploy resources strategically and, thereby, to realize their value (Amit and Schoemaker, 1993; Fahy, 2000; Lippman and Rumelt, 2003).”
• How network-based incubation helps start-up performance: a systematic review against the background of management theories (2017, background): “While controlling a bundle of VRIN resources is necessary to maintain a high performance, it is not sufficient (Barney 2001; Crook et al. 2008; Fahy 2000; Newbert 2007).”