Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view

By Jay B. Barney. 2001

3,890 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/deafb4a1abac1d762cf7e6d18d979d3271852bfd

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Citations in the corpus

Transaction Cost Economics As a Theory of Supply Chain Efficiency (2020, methodology): “…(i.e., Barney 1991) were “used primarily to help establish the context of some empirical research — for example, that the focus is on the performance implications of some internal attribute of a ﬁrm — and are not really direct tests of the theory developed in the 1991 article” (2001, p. 46).”
Internet marketing and export market growth in Chile (2016, background): “This finding suggests in an international context that leveraging Internetmarketing capabilities occur only when firms embed them in other organizational capabilities that relate to specific practices and processes (Booth & Philip, 1998; Powell & Dent-Micallef, 1997) in ways that generate a competit”
Creating dynamic capabilities to increase customer value (2011, background): “Dynamic capabilities have added value to the RBV arguments as they transform what is essentially a static view into one that encompasses competitive advantage in a dynamic context (Ambrosini et al., 2009; Barney, 2001a, 2001b).”
Corporate Responsibility and Financial Performance: The Role of Intangible Resources (2010, positive): “The mediating role of intangibles in growth sectors The majority of work in the RBV tradition has stressed that a firm’s competitive advantage is rooted within the firm, in intangibles that are valuable and inimitable; whereas the influence of external factors has been ignored (Barney, 2001).”
Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate (2010, background): “Consistent with the RBV, this study provides evidence that the relationship between diversity programs and diversity climate is indeed complex and difficult to replicate.”
Outsourcing, competitive capabilities and performance: an empirical study in service firms (2010, positive): “Resources-based view (RBV) analyzes the firm as a set of unique strategic resources capable of generating a sustainable competitive advantage (Barney, 2001).”
Multinational Oil Companies and the Adoption of Sustainable Development: A Resource-Based and Institutional Theory Interpretation of Adoption Heterogeneity (2011, background): “…and why organizations facing similar institutional pressures tend to adopt similar strategies and practices (DiMaggio and Powell, 1983; Meyer and Rowan, 1977; Zucker, 1987); the latter explains firms’ competitive positions as the result of resource heterogeneity (Barney, 2001; Wernerfelt, 1984).”
Strategic Thinking and the IMP Approach: a Comparative Analysis (2007, background): “Indeed, Barney (2001) asserts that the only substantial difference between neoclassical economics and the resource-based view is the assumption that some resources (or “factors of production”) are held to be in inelastic supply.”
Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality (2010, background): “The knowledge valuation perspective is consistent with key tenets of resource-based theory, which suggest that firms achieve competitive advantages by employing valuable and rare resources (Barney 1991; Hoopes, Madsen, and Walker 2003).”