Article 2

Barney, J. B., Corte, V. D., Sciarelli, M., & Arikan, A. 2012.

The role of resource-based theory in
strategic management studies:
Managerial implications and hints
for research.
In Giovanni Battista Dagnino (Ed.), Handbook of
Research on Competitive Strategy: 109-146.
KEY ISSUES
Resource-based theory
• Being regarded as “strategic”
• Focusing on the question: “why do firms differ?”.
• The main concept of this theory is that “how the
firms’ strategic choices about resources can help
them to gain sustainable competitive advantage.”
 KEY ISSUES
Resource-based theory
Assumptions

• Resource heterogeneity: competing firms may

possess different bundles of resources.
• Resource immobility: these resource differences
may persist
KEY ISSUES
Resource-based theory
Propositions
• relationship between factor market competition and
the possible situations of competitiveness.

Hypotheses
• “Some strategy implementation skills that are in principle
imitable can have important competitive implications”
Table 1. The VRIO framework

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Table 2. RBT managerial implications: main areas

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 MANAGERIAL CONTRIBUTIONS

• Helping managers by identifying the valuable and rare

resources that their company currently lacks.
• Assisting managers in organizations that have the
potential to obtain sustainable competitive advantages
but are not fully expressing that potential.
• Guarantying that the resources that constitute a firm's
competitive advantage are nurtured and maintained.
Thank you
for listening