The resource-based view and marketing: The role of market-based assets in gaining competitive advantage

By Rajendra K. Srivastava, Liam Fahey, H. K. Christensen. 2001

1,205 citations recorded by the source corpus.

This article posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future. The article also illustrates how resource-based view (RBV) and marketing considerations in the context of generating and sustaining customer value can refine and extend each other’s traditional frames of analysis. Finally, the article posits a set of research directions designed to enable scholars to further advance the integration of RBV and marketing from both theory-driven practice management as well as a problem-driven theory development perspectives.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8f3ba28fe8e25bbf2f904a3adece41e6dcb46278

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Citations in the corpus

The resource‐based view and value: the customer‐based view of the firm (2007, background): “In their discussion of the linkages between the RBV and marketing, Srivastava et al. (2001)”
A Functional Perspective on Learning and Innovation: Investigating the Organization of Absorptive Capacity (2011, neutral): “…in terms of absorptive capacity (hereafter AC) (cf. Cohen and Levinthal, 1990; Lane et al., 2006), functional strategies (cf. Helfat, 1994; Srivastava et al., 2001; Schroeder et al., 2002; Leiponen, 2005) and open innovation (cf. Chesbrough et al., 2006; Enkel et al., 2009), in general…”
The Effects of Customer Relationships and Social Capital on Firm Performance: A Chinese Business Illustration (2004, background): “Scholars who extend the RBV of the firm (e.g., Srivastava, Fahey, and Christensen 2001) have argued that a RBV of idiosyncratic linkages with entities outside the firm can be a source of competitive advantage.”
Marketing innovation: A consequence of competitiveness (2016, background): “Brands that are able to push the market and create a pull to make selling easier are able to attract resellers (Keller, 2010; Srivastava et al., 2001).”
When and why do customer solutions pay off in business markets? (2017, neutral): “…seeing how the business on the floor is for their firms to be “ready” to deliver solutions provide the time compression diseconomies and resource interconnectedness necessary to serve as barriers to imitation for competitors (Fang et al. 2008; Srivastava et al. 2001; Srivastava et al. 1998).”