Keywords

resource-based view, resource generation, competitive advantage

Abstract

Although the Resource-Based View of the firm (RBV) continues to gain centrality in the conversation of strategic management, several unanswered questions remain within the emerging paradigm. This article focuses on one of those questions. We propose a causal model of resource generation built around three central constructs: entrepreneurial ability, market context, and organizational context. Entrepreneurial ability generates new asset combinations that are valuable and unique, while market and organizational contexts preserve the value in these new asset combinations by providing barriers to imitation. We build a model and then consider three separate paths for generating idiosyncratic resources within a firm. Organizational values such as control and flexibility influence an organization’s ability to develop resources along any given path. The issue of resource generation is particularly relevant for high technology firms, during the time that competition in these industries is driven by the need to continually develop and exploit new sources of competitive advantage.

Original Publication Citation

Godfrey, P. C. & Gregersen, H. B. (1999). Where do resources come from? A model of resource generation. Journal of High Technology Management Research, 10 (1): 37-60.

Document Type

Peer-Reviewed Article

Publication Date

1999

Publisher

Journal of High Technology Management Research

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Full Professor

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