Toward a synthesis of the resource‐based and dynamic‐capability views of rent creation

By Richard Makadok. 2001

2,713 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/9344bfcb7cacee8a433cc827629e35272a53ce3c

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Citations in the corpus

Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms (2003, background): “Firms leverage two distinct mechanisms in the form of resource-picking and capability-building (Makadok 2001).”
Organizational transformation in transition economies: resource-based and organizational learning perspectives (2003, background): “Organizational learning and the resource-based view are particularly relevant as they account for the history of a firm and address the process of adaptation to a dynamic environment in which competitive advantage has become critical for firm performance (Eey and Denison, 1999; Makadok, 2001; Spicer”
Exploring the role of dynamic capabilities in firm performance under the resource-based view framework (2014, background): “, wuly@nccu.edu.tw (L.-Y.Wu). rights reserved. effectively than RBV (Deeds, Decarolis, & Coombs, 2000; Eisenhardt & Martin, 2000; Makadok, 2001; Teece et al., 1997; Wu, 2010; Zahra, Sapienza, & Davidsson, 2006; Zollo & Winter, 2002; Zott, 2003).”
Economic Foundations of Strategy (2004, background): “• Makadok (2001): This paper provides a mathematical model synthesizing resource-based and dynamic capabilities views of economic value creation.”
Dynamic Capability Building in Service Value Networks for Achieving Service Innovation (2009, background): “Further, Makadok (2001) highlights that organizations leverage two types of resources, namely resource picking and capability building.”
Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages (2011, background): “A resource is an observable (but not necessarily tangible) asset that can be valued and traded, while a capability is not observable (and hence necessarily intangible) and changes hands only as part of its entire unit (Makadok 2001).”
Trust at Different Organizational Levels (2008, background): “Coordination and responsiveness also can leverage the effect of resource investments on performance (Makadok 2001).”
Organizational innovation as an enabler of technological innovation capabilities and firm performance (2014, background): “According to RBV, a capability refers to the deployment and reconfiguration of resources to improve productivity and achieve strategic goals (Makadok, 2001).”
Generative artificial intelligence in supply chain and operations management: a capability-based framework for analysis and implementation (2024, positive): “They are organisation-ally embedded, non-transferable, firm-specific resources that enhance the productivity of other resources within the firm (Makadok 2001).”
Creating dynamic capabilities to increase customer value (2011, background): “Makadok (2001) identifies two key features that distinguish a capability from other types of resources.”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “This logic provides the foundation of the RBV (Makadok, 2001).”