Resource-Based View Definitions and Typologies

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Resource-Based ViewDefinitions and Typologies
Daniel Degravel, 2007
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R. B. V. Definitions
Resources
Daft, 1983, Barney, J., 1991 Resource assets,
capabilities, organizational processes, firm
attributes, information, knowledge, controlled by
a firm that enable it to conceive of and to
implement strategies that improve its efficiency
and effectiveness Strengths that a firm can use
to conceive of and implement its strategies

• Wernerfelt, B., 1984, Hafeez, K., Malak, N. and
  Zhang, Y., 2002
• Resource anything that could be thought as a
  strength or a weakness for a firm. Tangible and
  intangible assets tied permanently or
  semi-permanently to the firm
• an input into the production process
• the basic unit for analysis
• anything tangible or intangible that can be
  owned or acquired

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R. B. V. Definitions
Typology of Resources 1
Barney, J., 1991 1- Physical capital Technology,
plant, equipment, location, access to raw
material 2- Human capital Training, expertise,
judgment, intelligence, relationships and
insights of managers and workers 3-
Organizational capital Organizational structure,
planning, controlling and coordinating systems,
informal relations among groups within the firm
and with outside groups
Typology of Resources 2
Hofer and Schendel, 1978, Grant, R.,
1991 Mahoney, J. and Pandian, R., 1992 1-
Physical resources 2- Financial resources 3-
Human Resources 4- Organizational resources 5-
Technological resources 6- Legal resources 7-
Experience 8- Intangible resources
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R. B. V. Definitions
Typology of Resources 3
Hafeez, K., Malak, N. and Zhang, Y., 2002 1-
Physical assets 2- Intellectual assets 3-
Cultural assets
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R. B. V. Definitions
Competences
Selznick, 1957 Competence things that an
Organization does especially well in comparison
to its competitors
Hamel, G. and Prahalad, C., 1990 Competence
collective learning of the Organization,
especially how to coordinate diverse production
skills and to integrate multiple streams of
technology
Penrose, 1959 Resource stock. A resource can be
defined independently from its use Capability
(competence) flow. It implies function and
activity and cannot be defined independently from
its use. Capabilities are created over time and
may depend on History and use of resources in an
extremely complex (path-dependent) process
Hrebiniak, L. and Snow, C., 1980 Competence
aggregate of numerous specific activities that
the organization tends to perform better than
other Organizations in a similar environment
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R. B. V. Definitions
Typology of Competences 1
Galbreath, J., 2005
Assets H A S
Skills D O E S
Tangible
Intangible
The skills of the Organization or its capabilities
Property rights Organization Reputation
Financial assets Physical assets
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R. B. V. Definitions
Typology of Competences 2
Durand, T. 1996 1- Elementary assets and
resources, tangible and intangible Plant,
equipment, products, software and brands 2-
Cognitive competences, individual and collective,
explicit and tacit Knowledge, know-how,
technologies, patents 3- Organizational
processes and routines (coordinated deployment of
resources) Coordination mechanisms in the
organization to combine the action of individuals
into collective tasks and achievements 4-
Organizational structure Structure including its
internal and external dimensions (links with
suppliers and customers) 5- Identity
(Culture) Corporate culture and behavior in the
organization. Its shared values, its rites and
taboos are manifestations of the firms identity
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R. B. V. Definitions
Typology of Competences 3
Sanchez, R., Heene, A. and Thomas, H., 1996
Strategic Intent and Goals
Strategy
Organization and process for a coordinated
deployment of assets
Process of management
Coordinated deployment
C o m p e t e n c e s
Knowledge Know-how
Explicit/tacit individual/collective
Intangible
Techniques Brands Software
Resources
Assets
Tangible
Products Equipments Buildings
Operations
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R. B. V. Definitions
Typology of Competences 4
Hamel, G. and Prahalad, C., 1990
The Tree
Final Products
Core Products
Core Competences Maximum around 6
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R. B. V. Definitions
Typology of Competences 5
Hall, R., 1992
Functional
Cultural
Positional
Legal
Linked to members of Organization (Behavioral)
Know-how of employees, suppliers and distributors
Perception of quality and aptitude to learn
Reputation Networks
Not Linked to members of Organization (Asset-orien
ted)
Data-base
Contracts Licenses Business secrets Intellectual
property rights
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R. B. V. Definitions
Typology of Competences 6
Bajeva, A., Jamil, M. and Mascarenhas, B., 1998
1- Technological excellence 2- Process
excellence 3- Relational excellence
Typology of Competences 7
Quelin, B and Arregle, J., 1999
1- Organizational competences Coordination
process Behavior and Managers involvement
Motivation management and Performance
management 2- Inter-Functional competences New
product management Customer support and Quality
management 3- Functional competences RD
Production Marketing Finance and HRM 4-
Specialized competences Knowledge and specialized
know-how of individual members
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R. B. V. Definitions
Typology of Competences 8
BHrebiniak, L, and Snow, C., 1980
1- General management 2- Financial management 3-
Marketing Selling 4- Marketing Research 5- RD 6-
Engineering 7- Production 8- Distribution 9-
Legal affairs 10- Personnel
Typology by Function
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R. B. V. Definitions
Attributes and dimensions of Competences
1- Level of analysis (Corporate Division
Business or Individual) 2- Logics of typology
Performance-oriented Filtered Orientation 3-
Level of detail/complexity 4- Principle of
contingency (/industry /size /time /?) 5-
Inter-competences links 6- Degree of conscience
or understanding 7- Degree of control 8-
Potential or real effect of competence on the
firm 9- Degree of mastering (competence) 5-
Access (top-level managers confidentiality) 6-
Operationalization of VRIS criteria
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R. B. V. Definitions
Report
Detection of competences and Resources of an
Organization 1- Build a typology of their
competences 2- Understand the link between
Resources/Competencies and Performance 3-
Identify the features of the firms competence
management system Methodology interview of
top-managers are required because you have to
enter into the black box (complexity and
contingence) What is the degree of conscience
of their own competences? To what extent does
the firm explicitly or implicitly manage its own
competences? Would the firm be willing to go
further in that analysis?