Guest editors' introduction to the special issue: why is there a resource‐based view? Toward a theory of competitive heterogeneity

David G. Hoopes · Tammy L. Madsen · Gordon Walker

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Abstract

Abstract Although the resource‐based view (RBV) is one of the most popular and fruitful areas of strategy research, it often perplexes scholars from other disciplines. Also, it is unclear whether strategy scholars themselves agree on the RBV's basic issues and premises. To clarify the contribution of the RBV, in this paper we elaborate its basic tenets and relate them to other current research on interfirm performance variance. We suggest a more expansive discussion of sustained differences among firms and thereby develop a broad theory of competitive heterogeneity. Copyright © 2003 John Wiley & Sons, Ltd.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1985Economic Action and Social Structure: The Problem of Embeddedness 1984A resource‐based view of the firm 1983An Evolutionary Theory of Economic Change.1995The Theory of the Growth of the Firm 1993The cornerstones of competitive advantage: A resource‐based view

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