THE COMPETITIVE ADVANTAGE OF INTERCONNECTED FIRMS: AN EXTENSION OF THE RESOURCE-BASED VIEW.

By Dovev Lavie. 2002

2,211 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/db551bc8cf3debd2a35ccf3d7935c5e699d337a7

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Citations in the corpus

• Entrepreneurship, innovation and regional growth: a network theory (2015, background): “This echoes the work of Lavie (2006), who has called for the conceptualisation of an extended resource-based view of the firm to include the value accrued through external networks, and that of Gulati (1999, 2007), who has further proposed that such networks form a firm-level resource.”
• The effects of retail channel integration through the use of information technologies on firm performance (2012, background): “Consequently, competitors would find it more difficult to isolate and identify the factors of success (King, 2007; Lavie, 2006; Pil and Cohen, 2006).”
• Returns to alliance portfolio diversity : The relative effects of partner diversity on firm’s innovative performance and productivity (2014, unknown): “This line of research, central to this study, looks outside the boundaries of the firm and considers the diversification of external partners as a vehicle to access external-party resources that are not otherwise available (Das & Teng, 2000; Lavie, 2006).”
• The dynamic impact of innovative capability and inter-firm network on firm valuation: A longitudinal study of biotechnology start-ups (2010, background): “The complementarity of innovative capability and inter-firm network The value of a firm's internal resources may be amplified with the presence of connections with external organizations (Lavie, 2006).”
• Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View (2019, background): “Rent is generated from a resource when it creates value for the partner (Lavie, 2006).”
• Networks and network resources in technological innovation systems: Towards a conceptual framework for system building (2012, background): “While resources at the firm level are central in the RBV literature, the resource concept has also been applied to higher levels of aggregation including inter-firm networks [22,62,63] and industries [64].”
• Organizational Perspectives of Industrial Symbiosis (2015, background): “Lavie (2006) proposed an extended model of the resource-based view that includes relational rents earned by firms through network resources that come from specific assets firms dedicate to alliance relationships and governance structures that support collective action.”
• The resource-based view: a tool of key competency for competitive advantage (2019, unknown): “To make matters worse, scholars have come up with their personal plans by focusing on phenome-non-driven studies in addition to adopting various theories including resource-based view (RBV), learning and knowledge management (Osborn & Hagedoorn, 1997; Lavie, 2006).”
• Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances (2011, background): “At first glance, it may seem that a growing firm becomes less sensitive to resource allocation constraints (Lin et al., 2007); however, the availability of internal resources makes such firm less dependent on alliances as a primary source of resources (Lavie 2006).”
• The Evolution of Management Models: A Neo-Schumpeterian Theory (2018, background): “Along with this change in organizational structure, strategy shifted its focus from ‘‘corporate strategy’’ to ‘‘core competencies’’ and ‘‘strategic alliances’’ (e.g., Gulati, 1998; Gulati and Singh, 1998; Ireland, Hitt, and Vaidyanath, 2002; Lavie, 2006).3 The business process model thus inaugurated”
• When do relational resources matter? Leveraging portfolio technological resources for breakthrough innovation (2011, background): “We also contribute to the advancement of an emerging relational resource-based theory (Ahuja, 2000a, 2000b; Dyer & Singh, 1998; Gulati, 2007; Lavie, 2006; Tsai & Ghoshal, 1998) by underscoring the importance of focusing on characteristics of relational resources along with a focal firm’s resources, ”
• Resource Search, Interpersonal Similarity, and Network Tie Valuation in Nascent Entrepreneurs’ Emerging Networks (2012, background): “More recent work has elaborated this view to (1) articulate a critical relationship between firm resources and the network in which a firm resides and (2) identify some network characteristics central to resource access (e.g., Arya & Lin, 2007; Lavie, 2006).”
• Understanding Collaboration Outcomes From an Extended Resource-Based View Perspective: The Roles of Organizational Characteristics, Partner Attributes, and Network Structures† (2007, background): “Recent conceptual research that follows this line of reasoning proposes that organizational competitive advantage in a networked context requires consideration of the focal organization’s own resources along with partner resource endowments (Lavie, 2006).”