Competitive Organizational Behavior: Toward an Organizationally‐Based Theory of Competitive Advantage
Jay B. Barney and
Edward J. Zajac
Strategic Management Journal, 1994, vol. 15, issue S1, 5-9
Abstract:
Strategy implementation scholars have traditionally focused their attention on behavioral and social phenomenc in a firm that enable it to both choose and implement its strategies. Unfortunately, some of this work has assumed that it is possible to study strategy implementation independent of the content of a firm's strategies, and independent of the particular competitive context within which a firm operates. Recent developments in the resource‐based view of the firm reaffirm the importance of studying the strategic consequences of behavioral and social phenomena within a firm, but suggest that separating this work from the content of strategy, or from the competitive context of a firm, is inappropriate. The papers in this special issue focus on important behavioral and social phenomena in a firm (e.g., organizational behavior), but do so in an explicit competitive context (e.g., competitive organizational behavior).
Date: 1994
References: Add references at CitEc
Citations: View citations in EconPapers (39)
Downloads: (external link)
https://doi.org/10.1002/smj.4250150902
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:bla:stratm:v:15:y:1994:i:s1:p:5-9
Ordering information: This journal article can be ordered from
http://www.blackwell ... bs.asp?ref=0143-2095
Access Statistics for this article
More articles in Strategic Management Journal from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().