An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource-based perspective

By Yiannis E. Spanos, Spyros Lioukas. 2001

1,231 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c6b16559fcf91f680b59abee7c175d93ca5c8491

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In Economics and Econometrics

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Internationalization of private firms: environmental turbulence and organizational strategies and resources (2004, background): “Spanos and Lioukas (2001) argue that sustained competitive advantage is derived from a combination of industry effects and resource availability.”
Strategic resources and firm performance (2011, background): “Several studies (Makhija, 2003; Mehra, 1996; Spanos and Lioukas, 2001) have been carried out to explore whether resource-based factors or market-based factors best explain firm performance.”
Pricing orientation, pricing capabilities, and firm performance (2013, methodology): “Finally, subjective performance measures are widely used in research on strategy (Anderson and Paine, 1975; Galbreath and Galvin, 2008; Gruber et al., 2010; Lau, 2011; Ortega, 2010; Spanos and Lioukas, 2001) and marketing (Kohli and Jaworski, 1990; Narver and Slater, 1990; Olavarrieta and Friedmann,”
Human Resource Management as a Determining Factor in Organizational Learning (2006, background): “Furthermore, subjective biases may stem from an implicit tendency of the respondents to rationalize their firm’s competitive behaviour based on received wisdom about what constitutes effective management praxis (Arnold and Feldman, 1981; Podsakoff and Organ, 1986; Spanos and Lioukas, 2001).”
Resource Structuring or Capability Building? An Empirical Study of the Business Value of Information Technology (2012, background): “These two theories provide different perspectives and can complement each other [71, 101].”
Types of Information Technology Capabilities and Their Role in Competitive Advantage: An Empirical Study (2005, methodology): “There is some evidence that industry-level effects on performance or competitive advantage exist [38, 71].”
Dynamic Capabilities: A Review and Research Agenda (2007, positive): “This indicates that the more a firm is equipped with resources and the stronger its capabilities to use these resources, the more likely it is to develop a more complex and advantageous strategy (Amit and Schoemaker 1993; Spanos and Lioukas 2001).”
Value, rareness, competitive advantage, and performance: a conceptual‐level empirical investigation of the resource‐based view of the firm (2008, background): “In support, there is a wealth of empirical evidence suggesting that many factors exogenous to the firm significantly affect performance (Brush, Bromiley, and Hendrickx, 1999; Datta, Guthrie, and Wright, 2005; McGahan and Porter, 1997; Rumelt, 1991; Schmalensee, 1985; Spanos and Lioukas, 2001).”