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Applying resource‐based theory Methods, outcomes and utility for managers

Applying resource‐based theory Methods, outcomes and utility for managers This paper describes research on the resources that underlie a manufacturing company’s service competence in its most established product group. Published methods for identifying and assessing resources are reviewed and, based on current theory, improvements are developed, tested and critiqued. A historical representation of the firm’s activities in its service provision over more than ten years is used to enable grounded identification of the resources involved. Sets of theory‐based questions are used to assess the value and sustainability of the resources identified. The plans and actions that appeared to relate to the intervention are then described over the following two years. Finally the methods are discussed from three perspectives – first, their appropriateness; second, the resource data they generated, and third, their apparent utility for managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Applying resource‐based theory Methods, outcomes and utility for managers

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References (30)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570310458429
Publisher site
See Article on Publisher Site

Abstract

This paper describes research on the resources that underlie a manufacturing company’s service competence in its most established product group. Published methods for identifying and assessing resources are reviewed and, based on current theory, improvements are developed, tested and critiqued. A historical representation of the firm’s activities in its service provision over more than ten years is used to enable grounded identification of the resources involved. Sets of theory‐based questions are used to assess the value and sustainability of the resources identified. The plans and actions that appeared to relate to the intervention are then described over the following two years. Finally the methods are discussed from three perspectives – first, their appropriateness; second, the resource data they generated, and third, their apparent utility for managers.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Feb 1, 2003

Keywords: Strategy; Competences; Resources; Service operations

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