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Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition

Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive... Purpose – The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action. Design/methodology/approach – After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action. Findings – This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory. Practical implications – The conceptual frameworks developed in this paper have great potential for facilitating managerial action. Originality/value – Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0885-8624
DOI
10.1108/08858621211257356
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action. Design/methodology/approach – After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action. Findings – This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory. Practical implications – The conceptual frameworks developed in this paper have great potential for facilitating managerial action. Originality/value – Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.

Journal

Journal of Business & Industrial Marketing – Emerald Publishing

Published: Aug 17, 2012

Keywords: Managerial action; Resource‐advantage theory; Conceptual frameworks; Firm Resources and External Environment framework; Resource management; Managers

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