Resource-based view
The resource theory and resource orientation, often resource-based view ( RBV ), since the late 1970s, represented by the different clinical scientists theory for alternative explanation of competitive advantages of companies in which the concept of resource is put at the center. Representing Jeffrey Pfeffer and Gerald R. Salancik can be mentioned.
The scientific discipline of strategic management has experienced in the investigation of corporate success constant change: while in the 1970s a relatively one-sided focus on the sales market existed, so there was in the 1980s before an intense competition and environmental orientation. The main thrust of this paradigm culminate in the market structure - market behavior market outcome hypothesis ( Structure- Conduct - Performance hypothesis), in which the success of a company on its strategic adaptation to externally given factors, is such as industry characteristics, parked. In the 1990s, the one-sided focus of strategic management to external factors became more and more criticism. Going back to Edith Penrose, in "The Theory of the Growth of the firm" success attributes to the quality of internal resources as early as 1959, the idea of a resource-based view has been reanimated. In RBV thus two approaches are combined: on the one hand, strategic advantages of company attributed that companies have other, strategically valuable resources; secondly, that they can use their resources better than their competition. Differences in the company's success are here - seen in resources or the resource markets - as well as in other approaches of evolutionary economics.
Core competence approach
As enshrined in the RBV 's core competence approach of Prahalad and Hamel narrows the field potentially competitively sensitive resources of a company to specific competencies of the company. These should be such that they can be used in the production of a variety of goods and services and thereby provide customers with the greatest possible benefit growth. Furthermore, the company should have alone as possible on this core competence. Hence the development of a unique selling point is, inter alia, as a strategic corporate objective demanded (also Unique Selling Proposition USP resp. ).
Cooperative strategies in RBV
Despite the fact that the RBV assumes a corporate focus, even cooperative relations have their place within the RBV.
Grounds for and objectives of cooperative relations from the perspective of the RBV are:
- Access and integration of external resources ( for the generation of competitive advantage must be integrated into the company's internal processes external resources )
- Cost and time aspects purely internal procurement and generation of resources ( acceleration of the production life cycle, for example )
- Short-term use of complementary resources
- Sidedness of utility maximization ( unternehmungsegoistisches goal of " outlearning " )
The market as an organizational form is irrelevant within the RBV ( almost). This is partly due to the weak density of information of market relations, which does not allow it to make strategic resources. In the market there are hardly any non-monetary incentives, exchange valuable information between companies. The RBV is bound hierarchy, even if collaborations are analyzed. Networks are seen as a medium of internal advantage generation, where each partner tries to integrate valuable resources of others to generate benefits in the form of a cooperation bond with the intention.
Criticisms and limitations
- Long-term value creation potential in the framework of a cooperation are difficult to integrate into the logic of the RBV. The RBV does not take sufficient help to explain cross-company collaborations.
- Inconsistent idea about corporate exchange processes. There is a risk that one partner tries to get to valuable resources of the other party without ensuring access to its own strategic resources. This leads to distrust and the dissolution of the partnership.
- Static understanding of cooperation. Resources and motivation are exposed to constant change. Access to changing resources implies long-term cooperative relationship.
- Exclusive application of organizational theories. An integration of social theories does not occur.