Authors: Dominique Jolly
Addresses: Groups ESC Grenoble, B.P. 127, 12 rue P. Semard, 38003 Grenoble Cedex 01, France
Abstract: The heterodox resource-based approach differs from the orthodox outside-in approach in that the performance of a firm is regarded as the result of the competitive value of its resources rather than a function of the characteristics of the environment in which it operates. Intangible resources, such as intellectual capital, arise in this framework as idiosyncratic resources from which a firm captures rent. Relying on the resource-based theory, this paper suggests that three generic resource-based strategies should be distinguished: 1) the market stretcher, 2) the techno explorer, 3) the full deployer. The examination of a set of case studies tends to show that high growth is usually reached through a commitment to a full deployment strategy. All three are intrinsically oriented towards innovation.
Keywords: resource-based theory; exploitation; stretching, sourcing; multivalence of resources; transversal organisation; cross-fertilisation.
International Journal of Technology Management, 2000 Vol.19 No.7/8, pp.773-787
Available online: 14 Dec 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article