Isolating mechanisms as sustainability factors of resource-based competitive advantage
More details
Hide details
University of Zielona Góra Zdzisław Kulczyk, M.A. W.P.P.H.U. AXA
Online publication date: 2013-12-04
Management 2013;17(2):31-46
Isolating mechanisms as sustainability factors of resource-based competitive advantage Strategic resources which fulfill conditions of VRIN generate extraordinary profits for organizations. The possibility of these long-term profits (rents) to achieve can be protected by isolating mechanisms. These mechanisms can be different but the most important are causal ambiguity, lead time, path dependency, the role of history, socially complex links and the time compression diseconomies. These mechanism can be WIM and AIM type (based on willingness or ability). They can be also analyzed on individual, organizational or social levels. The article presents the case study which supports available systems of mechanism categorization.
Alvarez S. A., Barney J.B. (2004), Organizing rent generation and appropriation:toward a theory of the entrepreneurial fi rm, „Journal of Business Venturing”, vol. 19, no. 5, pp. 621-635.
Ambrosini V., Bowman C. (2010), The Impact of Causal Ambiguityon Competitive Advantage and Rent Appropriation, „British Journal of Management”, vol. 21, pp. 939-95.
Bach S.B., Jidge W.Q., Dean T.J. (2008), A Knowledge-based View of IPOSuccess: Superior Knowledge, Isolating Mechanisms, and the Creation of MarketValue, „Journal of Managerial Issues”, vol. 20, no. 4, pp. 507-525.
Barney J. (1991), Firm resources and sustained competitive advantage, „Journal of Management”, vol. 17, no. 1, pp. 99-120.
Barney J. B., Clark D. N. (2007), Resource-Based Theory: Creating andSustaining Competitive Advantage, Oxford University Press, Oxford.
Bowman C., Ambrosini V. (2000), Value Creation Versus Value Capture:Towards a Coherent Defi nition of Value in Strategy, „British Journal of Management”, Vol. 11, s. 1-15.
Bryler M, Coff, R.W. (2003), Dynamic capabilities, social capital and rentappropriation: ties that split pies, „Strategic Management Journal” vol. 24, s. 677-686.
Burt R. S. (1992), Structural holes: The social structure of competition, Harvard University Press, Cambridge.
Chacar A. S., Coff R. (2000), Deconstructing a knowledge-based advantage:rent generation, rent appropriation and performance in investment banking, w: Hitt M. i wsp. (2000), Winning Strategies in Deconstructing World, John Wiley, Nowy Jork, 10. Coff R.W. (2010), The coevolution of rent appropriation and capabilitydevelopment, „Strategic Management Journal”, vol. 31, s. 711-730.
Coff R.W. (2003), Insider trading a vehicle to appropriate rent in R&D, „Strategic management Journal”, vol. 24, s. 183-190.
Coff R. W., (1999), When competitive advantage doesn’t lead to performance:resource-based theory and the stakeholder bargaining power, „Organization Science”, vol. 10, s. 119-133.
Czakon W. (2011), Zastosowanie studiów przypadków w badaniach nauko zarządzaniu, w: W. Czakon (red.) Podstawy metodologii badań w naukacho zarządzaniu, Ofi cyna Wolters Kluwer business, Warszawa, pp. 45-63.
Dehning B., Stratopoulos T. (2003), Determinants of a sustainable competitiveadvantage due to an IT-enabled strategy, „Journal of Strategic Information Systems”, vol. 12, no. 1, pp. 7-28.
Hurmelinna-Laukkanen P., Puumalainen K. (2008), Nature and dynamicsof appropriability: strategies for appropriating returns on innovation, „R&D Management”, vol. 37, pp. 95-112.
Hurmelinna-Laukkanen P., Puumalainen K. (2007), Formation of theappropriability regime: Strategic and practical considerations, „Innovation: Management, Policy & Practice”, vol. 9, no 1, pp. 2-13.
King, A. W. and C. P. Zeithaml (2001) Competencies and fi rm performance:examining the causal ambiguity paradox, „Strategic Management Journal”, vol. 22, no. 1. pp. 75-99.
Lepak D.P., Smith K.G., Taylor M.S. (2007), Value Creation and ValueCapture. A Multilevel Perspective, „Academy of Management Review”, vol. 32, no. 1, pp. 180-194.
Lim J-H., Stratopoulos T.C., Virjanto T. S. (2012), Path Dependence ofDynamic Information Technology Capability: An Empirical Investigation, „Journal of Management Information Systems”, Vol. 28, No. 3, pp. 45-84/.
Madhok A., Li S., Priem R. L., (2010), The resource-based view revisited:Comparative fi rm advantage, willingness-based isolating mechanisms andcompetitive heterogeneity, „European Management Review”, vol. 7, no. 2, pp. 91-100.
Mazur K. (2011), Tworzenie i przywłaszczanie wartości. Perspektywarelacji: pracownik - organizacja, Ofi cyna Wydawnicza Uniwersytetu Zielonogórskiego, Zielona Góra.
Porter M. (1990), The competitive advantage of nations, Free Press, Nowy Jork.
Rumelt R. P. (1987), The Competitive Challenge: Strategies for IndustrialInnovation and Renewal, Ed. D. J. Teece., Ballinger, Cambridge, pp. 137-158.
Rumelt R. (1984), Toward a strategic theory of the fi rm. In R. Lamb (ed.), Competitive Strategic Management, pp. 556-570. Englewood Cliffs, NJ: Prentice Hall.
Shaffer G. (1991), Capturing Strategic Rent: Full-Line Forcing, BrandDiscounts, Aggregate Rebates, And Maximum Resale Price Maintenance, „Journal of Industrial Economics” vol. 39, no. 5, pp. 557-575.
Sirmon D. G., Hitt M. A., Ireland R. D. (2007), Managing fi rm resources indynamic environments to create value: Looking inside the black box, „Academy of Management Review”, vol. 32, no. 1, pp. 273-292.
Stabell C.B., Fjeldstad Ø.D. (1998), Confi guring value for competitiveadvantage: on chains, shops, and networks, „Strategic Management Journal”, vol. 19, s. 413-437.
27. klaster_budowlany_twj_dom.html.
ISSN:1429-9321 (1997-2019)
Journals System - logo
Scroll to top