Revisiting an identity-based view of sustainable competitive advantage

By C. Fiol. 2001

360 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d41cb0d694163941e8f35c55281c8905c158b51a

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

More than a Metaphor: Organizational Identity Makes Organizational Life Possible (2003, background): “Fiol, C. M. (2001). ‘Revisiting an identity-based view of”
In search of the drivers of high growth in manufacturing SMEs (2006, background): “…changes Not surprisingly, the capabilities outlined centered on aspects covered in previous research, such as the use of price (Dutta et al., 2002), the ability to learn and change (Barney et al., 2001), the use of resources and skills (Fiol, 2001), and customer satisfaction (Carr, 1999).”
Understanding Organizations through Embodied Metaphors (2008, background): “In this approach, organizational identity emerges as a collective, shared understanding of an organization’s characteristics (Pratt and Rafaeli 1997), as a socially constructed set of meanings about the organization and its environment arising from intersubjective meaning negotiations (Fiol 2001).”
Technology Clusters Versus Industry Clusters: Resources, Networks, and Regional Advantages (2006, background): “In highly turbulent environments, such as those found in technology clusters, the ability to destroy and rebuild specialized resources and routines quickly and iteratively is more likely to create an advantage that provides a source of entre-preneurial rents (Fiol 2001).”
Constructing a definition for intangibles using the resource based view of the firm (2007, background): “This holds true for stable as well as dynamic markets (Barney et al., 2001; Fiol, 2001; Eisenhardt and Martin, 2000), where the ability to continuously change and adapt (and find opportunities to generate abnormal returns) is regarded as a firm resource.”
The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business Abroad (2010, neutral): “strategic choices of the organization and underlies successful strategic change initiatives (Barney, 1998; Fiol, 2001; Nag et al., 2007).”
Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision (2008, background): “As Fiol (2001) argues, the weaker the identification with the organization, the less commitment to a common goal is.”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, neutral): “Researchers define organizational identity as members’ shared perceptions about their organization’s central, distinctive, and enduring qualities (Brickson, 2007; Dutton & Dukerich, 1991; Dutton, Dukerich, & Harquail, 1994; Dyer & Whetten, 2006; Fiol, 1991, 2001, 2002; Foreman & Whetten, 2002).”
The Cognitive Perspective in Strategy: An Integrative Review (2011, methodology): “Second, although there has been some recent questioning of the identity-based view of competitive advantage (Fiol, 2001), few empirical works have explicitly explored this idea.”
Struggling with Lack: A Lacanian Perspective on Organizational Identity (2009, background): “Finally, the discourse about the need to change situated commitments occurs at the interstice of conversations about what is missing from our enduring commitments (Fiol 2001).”
SOCIAL IDENTITY IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY: CONCEPTS, CONTROVERSIES AND CONTRIBUTIONS (2006, background): “, a workteam, a department, an organization) is valued and self-involving, and contributes to an enduring sense of self—is therefore one particularly important factor which affects a person’s readiness to use that social category in order to define themselves (e.g., Doosje & Ellemers, 1997; Doosje e”