Bridging resource dependence theory and resource-based view: a theoretical synthesis

Abstract

Purpose The aim of this study is to evaluate the resource dependence theory (RDT) and the resource-based view (RBV), their explanatory framework and strategy perspective, and to provide theoretical implications on how they can complement each other. Design/methodology/approach In this study, RDT and RBV are compared based on their explanatory framework and the meaning they attribute to strategy. This is followed by a theoretical discussion or implication that draws on the basic explanations and arguments of these approaches and provides insights into the other side. Findings We have found that RDT’s intra- and inter-organizational dependence explanations can be used as a mechanism for RBV to explain the “process” by which firms acquire, develop or possess resources and capabilities that provide a sustainable competitive advantage. On the other hand, our findings suggest that the RBV concepts of firm-specific resources, firm-level dynamic capabilities and dynamic managerial capabilities may offer new insights for the management of dependencies in RDT. Originality/value This study is the first theoretical work to discuss how RDT and RBV can complement each other and potentially extend the boundaries of these frameworks. It contributes to the organization theory and strategic management literature in this context.

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