Resource-based view

Patrick Regnér and Yalan Wang

Chapter 5.15 in Elgar Encyclopedia of Strategy as Practice, 2025, pp 659-661 from Edward Elgar Publishing

Abstract: Building on two distinctive assumptions (i.e., resource heterogeneity and immobility), the Resource-Based View (RBV) has come to prominence over the last three decades in strategic management. The RBV anchors the explication of firm performance to differences in the resources and capabilities of competitors, suggesting four attributes of a firm's resource as empirical indicators of how immobile and heterogeneous a resource is (i.e., value, rareness, imitability, non-substitutability) and how applicable it is for contributing to sustainable competitive advantage. The RBV has been at the centre of repeated calls for bridging the gap between Strategy-as-Practice (SAP) research and mainstream strategic management.

Keywords: RBV; SAP; Competitive Advantage; Resource Heterogeneity; Capabilities; Strategy Practices (search for similar items in EconPapers)
Date: 2025
ISBN: 9781035315956
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