The resource-based view of strategy: application to the agricultural industry

IP a The paper examines the application of the Resource-Based View of strategy (RBV) to the Australian floral industry. Despite the RBV's successful application to research in a number of discipline areas and the formalisation of its relationship with Competitive Advantage (CA) 15 years ago, the empirical support for the benefit of the RBV and development of research constructs has been inadequate. This has been partly due to the difficulty of identifying and separating the contribution of resources. The RBV literature is now consistent in the criteria required of a resource for CA and identifies a range of empirical research objectives (e.g. the need for contextual constructs), data evaluation focuses (e.g. measuring the impact of management, process, regional and scale affects) and results objectives (such as identifying the causal structure of resources). Research was conducted in the Australian floral industry to produce supporting generalisable data and constructs for the RBV. This industry is well bounded with several strongly differentiating resources and operates in a global market environment, which is necessary for these research objectives. Six hypotheses were examined; (1) the use of resources as the input of the CA, (2) the impact of the development process on resources, (3) the impact of management control on the development of resources (4) the impact on capability of management, process, region and scale, (5) the impact of resource development maturity on the approach to resource development and (6) the possibility of evaluating individual resources according to various criteria. The data was collected using selected participant interviews, with validation of conclusions by industry experts. It was analysed using content analysis, comparative analysis and cognitive mapping. The research determined that organisations in the Australian floral industry possessed important resources including geography, skills, technology, R&D, supply chains and production costs. These contributed to four CA creating production outputs; quality, capacity, reliability and customer convenience. The research findings supported hypotheses 1, 3, 4, 5 and 6. The lack of support for the two remaining hypotheses, relating to the process of resource development, may be explained by the low resource development maturity of the industry which masks the impact of the resource development process. The results also determined that one resource could contribute to a number of CAs and that resources not meeting all of the normal RBV CA criteria could still provide a CA in an industry where few resources met all criteria. It was postulated that these resources’ contribution to competitive was not durable.

A resource-based view of retail competitive advantage

This paper investigates the relationships between brand, market and learning orientation with competitive advantage in the context of the UK retail industry. The results indicate that both brand and learning orientations have a significant positive relationship with competitive advantage. However, market orientation was not found to have a significant influence on retail competitive advantage. These findings suggest that market orientation may result in competitive parity only, while superiority in the retail sector is dependent on the speed of earning and the application of knowledge in the form of a strong brand orientation.

A resource-based view on China strategy

The research suggests that Chinese companies do not subscribe to ‘western’ strategy theory. As they rapidly internationalise through massive Foreign Direct Investment, Chinese companies are developing new perspectives on achieving competitiveness. A comparison of the Resource-Based View of strategy (RBV) constructs from western literature with identified (indigent) Chinese business strategies found that competitive advantage (CA) was derived from an adherence to the Confucian doctrines. This adherence to Confucian doctrines produced constructs common to both Western and Chinese business strategies. The most successful companies in China actually combined eastern and western strategic approaches, but focussed on the development of relationships to create and maintain CA, instead of focussing on the development of actual resources as recommended by the RBV.

Corporate social responsibility : a resource-based view of the firm

This paper reviews the application of the corporate social responsibility (CSR) as an intangible dynamic resource, its application in the formulation of marketing strategies and its association with business performance, using the theoretical framework of resource-based view of the firm (RBV). The study aims to address the control and governance of the application of the CSR with respect to self-control and regulatory control of corporate compliance. A model of CSR is suggested that represents the predictors of the construct (CSR) to facilitate the test of its usefulness in explaining the extent to which organisations may choose to be socially responsible.

Management control systems use, organisational capabilities and performance in universities: application of the resource-based view

Invoking the resource-based view (RBV), this study investigates relationships between management control systems (MCSs) use, including information use from performance measurement systems (PMSs), and organisational capabilities in the context of academic units of Australian universities. Increased competition and attention to distinctive capabilities amongst universities, particularly at their strategic operating unit level of Schools 1, provides the setting for application of this theoretic perspective. The objective of this study is to model various relationships between diagnostic and interactive use of MCSs, attention given to centrally-imposed and discretionary types of PMS information, the strength of capabilities of the academic unit and, in turn, performance of the academic units. This objective is investigated using a field survey in which a mail survey instrument is administered to a census of all Heads of Schools in all 39 universities in Australia. Valid responses were received from 166 Heads. Principal components factor analysis finds that Heads conceived capabilities of their unit in functional dimensions, not in generic dimensions as found in prior literature; Heads also considered performance measures in terms of their importance (critical or discretionary) rather than type (financial versus non-financial). Partial least-squares analysis is then used for path modelling, and several significant results are obtained. Highlights are that diagnostic MCS use and centrally-imposed performance measures, i.e., key performance indicators, but not interactive MCS use or discretionary performance measures, significantly relate to some or all of the strength of capabilities in the fields of teaching, research and networking, and in turn indirectly relate to performance of the academic units. The findings have practical implications for styles of control systems use; focus on selected key performance measures; and development of organisational capabilities for achievement of superior performance by academic schools in universities.

A resource-based view of small export firms' social capital in a Southeast Asian country

This study empirically examines the social capital that facilitates the flow of export knowledge, thereby supporting the entrepreneurial stance of small export firms. By applying the VRIO (value, rarity, inimitability and organisation of firm resources) framework to the resource-based view (RBV) of the firm, this study suggests that superior performance is a function of resources that are valuable, rare, inimitable and sufficiently organised to develop and sustain the firm's competitive advantage. This study argues that small, resource-constrained export firms in a developing economy are able to adopt entrepreneurial tactics and reap positive rates of return by exploiting their relational capital to acquire export knowledge. A survey of 175 small export firms in the Philippines was conducted, and the data were analysed using structural equation modelling. The results suggest positive relationships between the firm's social capital and export knowledge. Export knowledge is associated with entrepreneurial orientation, which then correlates with export performance.

The natural resource-based view of the firm (NRBV): constraints and opportunities for a green team in professional sport

Burgeoning expectations of the sport industry’s role in managing the environmental impact on its community are increasing. While previous research has focused on factors contributing to environmental involvement, little is known about the organization’s approach in dealing with these responsibilities. An exploratory case evaluation of a Major League Baseball team in evaluating the constraints, demands and opportunities of managing environment issues is undertaken. Specifically, the Natural-Resource-Based View of the firm (NRBV) is used to frame the assessment of the team’s capabilities and strategies with consideration of internal and external dynamics. Qualitative methods were which resulted in the identified key themes and implications

Academic skills and beyond : a resource based approach to support student success in higher education

An increasingly diverse range of students are entering higher education, bringing with them a vast range of experiences, skills and pre-existing knowledge. However, approaches to increasing student participation (and therefore success) to date have focused on strategies aimed at supporting non-traditional students to “fit in”, rather than changing existing structures to accommodate their needs. This paper will outline a resource-based approach to student success, which capitalises on the resources and capacities existing within the student, within their performance of the student role and within the environment that surrounds their learning.
This paper will report on a study and propose a resource based approach to student success. Three main sites or domains are identified as a focus of this approach – intrapersonal resources, skills resources and environmental resources. These domains interact with each other to support student success, and three potential methods for implementing a resource based approach are highlighted in the spaces where they intersect. Pedagogical design, mapping and matching, and learning support all have a role in enabling both students and universities to make the most of their existing resources and develop new ones.

Issues arising from an online resource-based learning approach in first year psychology

This paper reports on an evaluation of an innovative, online resource-based learning (RBL) approach used in first year psychology at Deakin University. The evaluation revealed a number of critical issues that must be considered to ensure effective implementation of an RBL approach. Emphasis is giveen to educational considerations covering the use and value of a diversity of print and electronic learning resources, online discussions and face-to-face teaching arrangements. The importance of strong integration of all elements of the learning environment, and provision of clear guidelines to learning are highlighted.

A model for the implementation of strategic human resource management

This paper has been developed out of an action research project involving the Australian Taxation Office (ATO). One of the outcomes of this project was the development of a model for the implementation of Strategic Human Resource Management (SHRM) for the purpose of cultural change and/or alignment to business strategy.

The paper brings together many of the theories that have arisen in SHRM in the last decade or so, including theories around human capital, the resource-based view, HR configuration, HR architecture, vertical and horizontal fit, HR systems and HR roles.

Buyer-supplier relationships and brand strategy within commoditised industries : a suggested theoretical framework

Research into commodity markets has identified an increase in non-price based competition. In pursuit of sustainable bases for differentiation, many commodity industries including fresh produce, dairy and meat are introducing branded products. Using the Resource-Based View (RBV), this paper postulates that such branding is influenced by the nature of the buyer-supplier relationship. We suggest that the individual resources and capabilities of trade partners, in addition to the capabilities of that relationship, influence the brand strategies pursued. Moreover, we propose that by combining organisational resources and capabilities and brand strategy in an holistic framework, we may explain variations in buyer-supplier relationship performance.

Relational capabilities and brand strategy within commoditised industries

In many traditionally commoditised industries, organisations are recognising that their product offering alone does not cultivate a competitive advantage. As commoditised products face greater price competition, many are looking for a more sustainable form of differentiation. Within the fresh fruit and vegetable, dairy and meat industries, organisations are increasingly value-adding and focusing on branded offerings to gain such advantage. Whilst this is witnessed within industry, there is little academic evidence that discusses the relationship between dyad partners and how this impacts their branding strategy. This paper conceptually discusses how relationships between buyer and supplier trade partners can impact the branding strategies that are ultimately pursued by dyad participants. The relationship between trade partners is conceptualised using the resource-based view. Consideration is given to relationship complexities, the external environment and performance measurement.

Interpreting risk allocation mechanism in public-private partnership projects : an empirical study in a transaction cost economics perspective

Risk allocation in public-private partnership (PPP) projects is currently claimed as capability driven. While lacking theoretical support, the claim is often 'violated' by current industrial practice. There is thus a need for formal mechanisms to interpret why a particular risk is retained by government in one project while transferred to private partners in another. From the viewpoint of transaction cost economics (TCE), integrated with the resource-based view (RBV) of organizational capabilities, this paper proposed a theoretical framework for understanding risk allocation practice in PPP projects. The theories underlying the major constructs and their links were articulated. Data gathered from an industry-wide survey were used to test the framework. The results of multiple linear regression (MLR) generally support the proposed framework. It has been found that partners' risk management routine, mechanism, commitment, cooperation history, and uncertainties associated with project risk management could serve to determine the risk allocation strategies adopted in a PPP project. This theoretical framework thus provides both government and private agencies with a logical and complete understanding of the process of selecting the allocation strategy for a particular risk in PPP projects. Moreover, it could be utilized to steer the risk allocation strategy by controlling certain critical determinants identified in the study. Study limitations and future research directions have also been set out.