Strategic resources: Traits, configurations and paths to sustainable competitive advantage

By J. Black, Kimberley B. Boal. 2007

807 citations recorded by the source corpus.

Subfields: Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8bac8a89921bb62cdfd976320420bed54bde75db

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Citations in the corpus

The Entrepreneurial Organization of Heterogeneous Capital (2007, background): “The Austrian school of economics (Böhm-Bawerk, 1959; Hayek, 1948, 1968; Kirzner, 1973; Lachmann, 1956; Menger, 1871; Rothbard, 1962; von Mises, 1949) is well known in management studies for its contributions to the theory of entrepreneurship and the complementary ‘market process’ account of…”
Heterogeneous resources and the financial crisis: implications of strategic management theory (2009, neutral): “Rather, it is the interactions between these resources, their relations of specificity and co-specialization, that generate such advantages (e.g. Barney, 1991; Black and Boal, 1994; Dierickx and Cool, 1989; Teece, 2009).”
A set-theoretic approach to organizational configurations (2007, background): “As pointed out by Black and Boal (1994), in most prior work within the RBV, researchers have evaluated resources from a stand-alone viewpoint, paying little attention to how the value of resources depends on the presence of other resources.”
Resource-Based Advantages in an International Context† (2008, methodology): “Similarly, resources that are not substitutable in one external environment may have substitutes in another (Black & Boal, 1994).”
Towards a “theoretical toolbox” for strategic sourcing (2009, background): “RBV proposes that firms have different resource endowments, and that the manner in which firms acquire, develop, maintain, bundle, and apply these resources leads to the development of competitive advantage and superior performance over time (Black and Boal, 1994; Teece et al., 1997).”
Organizational capital as competitive advantage of the firm (2006, methodology): “Since then it has been consolidated with the contributions of various academics (Barney, 1991; Grant, 1991; Peteraf, 1993; Amit & Shoemaker, 1993; Black & Boal, 1994; Teece et al., 1997).”
The Role of Resource Flexibility in Leveraging Strategic Resources (2010, positive): “Resources that satisfy these criteria are called ‘strategic resources’ (Black and Boal, 1994; Chi, 1994), and possessing such resources helps firms outperform rivals (Barney, 1991).”
The resource dynamics of international new venture networks (2007, background): “In this regard, the network facilitates development of a resource base for the new venture ( Black and Boal, 1994; Brush et al., 2001).”
R&D intensity and international joint venture performance in an emerging market: moderating effects of market focus and ownership structure (2007, background): “As a consequence, integrative mechanisms that ensure complementarity among a firm’s various dimensions can better explain the firm’s performance (Black and Boal, 1994; Miller, 1996).”