A consideration of strategic assets and the organizational sources of competitiveness

This paper considers the role of strategic assets in the generation of company competitiveness. It takes the position that the resource-based view/dynamic capabilities explanation of competitiveness is tautological and ex post facto in its approach and proposes that competitiveness is derived from permanent infrastructural characteristics of organizational design providing a source of a continuous stream of temporary strategic assets or successful products, services and processes. Copyright © 2007 John Wiley & Sons, Ltd.

[1]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[2]  M. Snowdon.  The Heart of Enterprise , 1979 .

[3]  David J. Collis,et al.  Research Note: How Valuable are Organizational Capabilities? , 1994 .

[4]  Richard Makadok.  Toward a synthesis of the resource‐based and dynamic‐capability views of rent creation , 2001 .

[5]  L. Vogel,et al.  Strategy and Structure , 1986 .

[6]  Thomas C. Powell,et al.  How much does industry matter ? An alternative empirical test , 1996 .

[7]  P. Schoemaker,et al.  Strategic assets and organizational rent , 1993 .

[8]  J. E. Butler,et al.  Tautology in the resource-based view and the implications of externally determined resource value: f , 2001 .

[9]  R. Schmalensee.  Do Markets Differ Much , 1984 .

[10]  Kathleen M. Eisenhardt,et al.  DYNAMIC CAPABILITIES, WHAT ARE THEY? , 2000 .

[11]  Cynthia A. Montgomery,et al.  Tobin's q and the Importance of Focus in Firm Performance , 1988 .

[12]  Robert E. Hoskisson,et al.  BOARD OF DIRECTOR INVOLVEMENT IN RESTRUCTURING: THE EFFECTS OF BOARD VERSUS MANAGERIAL CONTROLS , 1993 .

[13]  S. Beer.  The Brain of the Firm , 1972 .

[14]  W. Ashby.  Design for a Brain , 1954 .

[15]  James M. Sinkula.  Market Information Processing and Organizational Learning , 1994 .

[16]  Joseph T. Mahoney,et al.  The resource-based view within the conversation of strategic management , 1992 .

[17]  John Kay,et al.  Foundations Of Corporate Success , 1995 .

[18]  A. King,et al.  Competencies and firm performance: examining the causal ambiguity paradox , 2001 .

[19]  R. Morgan,et al.  Strategy, dynamic capabilities and complex science: management rhetoric vs. reality , 2000 .

[20]  O. Williamson,et al.  STRATEGY RESEARCH: GOVERNANCE AND COMPETENCE PERSPECTIVES , 1999 .

[21]  Richard L. Priem,et al.  Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? , 2001 .

[22]  E. Penrose.  The theory of the growth of the firm twenty-five years after , 1960 .

[23]  Yiannis E. Spanos,et al.  An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource-based perspective , 2001 .

[24]  T. Connor.  Managing for competitiveness: a proposed model for managerial focus , 2003 .

[25]  R. Rumelt.  How much does industry matter , 1991 .

[26]  Margaret A. Peteraf.  The cornerstones of competitive advantage: A resource‐based view , 1993 .

[27]  Tom Connor,et al.  The resource‐based view of strategy and its value to practising managers , 2002 .

[28]  J. Barney,et al.  Entrepreneurial Capabilities: A Resource-Based View , 2000 .

[29]  W. Ashby,et al.  An Introduction to Cybernetics , 1957 .

[30]  Karel Cool,et al.  Asset stock accumulation and sustainability of competitive advantage , 1989 .