Rbv and the Road to the Control of External Organizations**
Management Revue › Band 19 Nr. 1/2, Januar 2008
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Zusammenfassung
Although primarily focusing on the internal resource endowment of the firm, RBV has the potential to address the firm's embeddedness in the business environment as well. At present, RBV research lacks a sound understanding of the development of competitive advantages in industries. A change regarding the unit of analysis, however, allows for considering causes and effects on the micro and the macro level as well. The paper stresses the entrepreneurial dimension of RBV and the firm's impact on the environment by comparing RBV and RDA reasoning. Using the explanatory power of the isolating mechanisms and applying system dynamic modelling, it turns out that RBV can move into the direction of a 'New IO'.
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Rbv and the Road to the Control of External Organizations**
1. Introduction
When we regard the development of research on strategic management in the last three decades we can identify a certain kind of paradigm shift (Kuhn 1962). Whereas the 1980's were dominated by industrial organization (henceforth IO, see in particular Porter 1980), in the 1990's the so-called 'resource-based view' (henceforth: RBV) became more and more powerful and, after all, the dominant framework (Bresser et al. 2000; Foss/Ishikawa 2007). In more recent times the situation did not change at all and the RBV became an established part of management theory with a considerable impact on other sub-disciplines of business studies as well (Acedo et al. 2007). However, the state of resource-based research is not satisfactory in every regard. Basic problems as to terminology, causal structures, and grounding in the philosophy of science still exist. Moreover, the RBV seems to offer an enormous exploratory power that is still unveiled. Some scholars point to the potential to contribute to a 'new' theory of the firm (Conner 1991), others advocate the opportunity to build a new ?Ï' in resource-based terms, and we argue that RBV can stand to benefit considerably from an extension that takes the embeddedness of the firm in markets, industries, and the business environment into account. At least regarding the last point little has been done so far. We argue that the very nature of RBV allows for a balanced view that considers the internal peculiarities of firms in terms of the resource endowment as well as the external circumstances. Pfeffer and Salancik (1978) developed the resourcedependence approach (henceforth: RDA). Although RDA is principally different from the RBV reasoning including the entire set of assumptions and causal structures, there is still much to learn and to consider from this prominent stream of research. A core aspect is that firms typically depend on external assets. However, a firm with an idiosyncratic resource endowment is in a position to exert power on other players in the market as well. This motivates us to formulate the basic idea of Pfeffer and Salancik (1978) the other way round: from an external control of organisations to a control of external organizations from the perspective of the firm. Obviously, these aspects are two sides of the same coin. This is one more argument to apply this reasoning in RBV.Thus, it is the purpose of this paper to build a bridge from RBV to some of the basics of RDA thinking - but without trying to marry or merge these different approaches due to incommensurability issues. The research question is how (far) firms can get control of the...Siehe den Gesamtinhalt dieses Dokumentes
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