A resource-based analysis of global competition: The case of the bearings industry

David J. Collis

866 citations0/0 files storedStrategic Management Journal

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Innovation and Knowledge Management International Business and FDI Management and Organizational Practices

Abstract

This paper critically examines the contribution of aspects of the resource-based view of the firm to global competition in particular, and to strategic management in general. Three concepts—core competence, organizational capability, and administrative heritage—are defined and compared with the current mainstream economic tradition of strategy. The value of these concepts in analyzing and explaining competitive strategy is determined through a detailed field-based case study of three firms in the worldwide bearings industry. It is found that the resource-based view of the firm complements economic analysis, and that both are essential to a complete understanding of global strategy.

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References

1976Theory of the firm: Managerial behavior, agency costs and ownership structure 1984A resource‐based view of the firm 1991The Competitive Advantage of Nations 1990The Competitive Advantage of Nations 2006The Core Competence of the Corporation 1989Asset Stock Accumulation and Sustainability of Competitive Advantage 1987The Concept of Corporate Strategy 1978Patterns in Strategy Formation

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