The Resource-Based View: A Review and Assessment of Its Critiques

By Jeroen Kraaijenbrink, John-Christopher Spender, Aard J. Groen. 2010

1,665 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/86bd67f3a39365360ecedfdc1c67a6782294b3e6

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In Strategy and Management

Citations in the corpus

Intellectual capital, knowledge management practices and firm performance (2017, background): “Priem and Butler, 2001) as it effectively considers nearly all firm-related attributes as resources and adjudges the non-resource factors as useless, it does not differentiate between regular resources and capabilities, and it does not discuss on how different resources contribute on to a firm’s sus”
The determinants of export performance: a review of the literature 2006-2014 (2016, background): “The underlying assumption of the RBV is that the product markets are stable and constant, as the resources cannot be perfectly imitated and transferred (Barney, 1991, Kraaijenbrink et al., 2010).”
Operations management and the resource based view: Another view (2016, background): “For example, a recent review of the RBV states that “It [the RBV] aspires to explain the internal sources of a firm's sustained competitive advantage” (Kraaijenbrink et al., 2010, p.350).”
The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, background): “This definition is broad and all-inclusive (Priem and Butler, 2001) yet, if its all-inclusive nature is accepted, there may be nothing strategically useful associated with the firm that is not a resource (Kraaijenbrink et al., 2010).”
Alliance management capability and firm performance: : Using resource-based theory to look inside the process black box (2015, background): “This is an important shortcoming in the extant research, as possessing strategic resources is necessary but insufficient, because firms must also take appropriate actions to make use of their resources (Ketchen et al., 2007; Kraaijenbrink et al., 2010).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “This emphasis on a resource as a capacity for action builds from recent conceptualizations of resources developed by Kraaijenbrink (2011) and Kraaijenbrink, Spender, and Groen (2010) as well as the psychology literature more generally.”
The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility (2013, neutral): “On the other hand, based on the theoretical notion of higher-order capabilities and a hierarchy of capabilities, scholars suggest that organizational capabilities can be conceptualized as a hierarchy, with a higher-order capability being developed through a series of lowerorder capabilities [24,26,3”
How Does the Market Value Corporate Sustainability Performance? (2011, background): “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; ”