Session 342

Resource Based View

Track E

Date: Monday, September 22, 2014


Time: 11:00 – 12:15


Room: Roma 2

Session Chair:

  • Tieying Yu, Boston College

Title: Coopetition as a “Business” Model: The Case of Alzheimer’s Healthcare Pathway in the French Context


  • Tegbe Aiyewa, The University of Montpellier 1
  • Saïd Yami, Lille1 University

Abstract: Healthcare institutions have to innovate by opening themselves up to strategic interdependence with the objective of collaborating on different modes of patients’ management; whether it is hyper-specialization or an integrated full care system. By collaborating the outcome would be the overall improvement of quality and efficiency of health services as there is a growing demand for it in the society. In addition, when considering cooperative strategies, health care institutions are motivated by the present and future socio-economic, demographic and financial challenges facing the health sector. In this paper, we aim to understand how coopetition is implemented in the French healthcare system and the resulting outcomes. The evolution of coopetition is considered via an empirical analysis of the integrated healthcare pathway of Alzheimer patients.

Title: Investing the Windfalls from Strategic Factor Markets: The Impact of Input Hedging on Competitive Output Pricing


  • Javier Gimeno, INSEAD
  • Tieying Yu, Boston College
  • Yu Zhang, China Europe International Business School

Abstract: The value of resources changes from the time being required at strategic factor markets under uncertainty to the time when these resources are to be deployed. Prescriptive research in the RBV emphasizes that, regardless of the acquisition costs (AC), resources should be allocated to activities that will generate returns above the opportunity cost (OC) of resources. Our paper seeks to explore the connection between the accounting outcomes of resource acquisition and resource deployment decisions. We do so by leveraging the unique context of hedging, which leads to systematic differences between AC and OC. We examine whether and how those accounting profits/losses from the resource acquisition affect the strategic decision of deployment, and particularly the competitive aggressiveness in pursuing market position in downstream markets.

Title: Orchestrating a Firm's Resource Base for Performance


  • Ilgaz Arikan, Kent State University
  • Arun Rai, Georgia State University

Abstract: We examine how firm-specificity, complexity and modularity of a firm’s resources, individually and together, impact a firm’s performance relative to others in the same industry over time. Our empirical analysis is based on stochastic frontier analysis of firm-level panel data on investments in IT resources by investor-owned electric utilities. We find that a firm’s resource base and overall modularity jointly impact its performance, increased complexity of core resources decreases the change in relative firm performance in the short-run while increasing it in the long-run, increased modularity of core resources increases the change in relative firm performance in the short-run, while decreasing it in the long-run, and (iv) increased firm-specificity of core resources increases the change in relative firm performance in the long-run.

Title: The Organizational Drivetrain: A Road to Integration of Dynamic Capabilities Research


  • Giada Di Stefano, HEC-Paris
  • Margaret Peteraf, Dartmouth College
  • Gianmario Verona, Bocconi University

Abstract: Although the research domain of dynamic capabilities has become one of the most active in strategic management, critics have charged that it is plagued by confusion around the construct itself. In this paper, we uncover a potential reason for this confusion embedded in the unique nature of the construct's development path – a peculiarity that has led to split understandings of what constitutes a dynamic capability. We suggest a solution to this problem – what we call the “organizational drivetrain”. Our drivetrain represents a theoretical model aimed at combining different views of the definition of dynamic capabilities by explaining how routines and simple rules interact. This shows that it is possible to advance the development of the framework by combining divergent understandings into a coherent whole.

All Sessions in Track E...

Sun: 08:00 – 09:15
Session 282: The Latest and Greatest in Empirical Methods for Strategy Scholars
Sun: 09:30 – 10:45
Session 1: Frontiers of Value Capture Research: Complementary Developments in the Theory and Empirics
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 341: Stakeholders, Board of Directors and Competitive Strategy
Sun: 17:15 – 18:30
Session 601: Competitive Strategy IG Business Meeting
Mon: 08:00 – 09:15
Session 366: Markets, Brands, Customers and Competition
Mon: 11:00 – 12:15
Session 342: Resource Based View
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Mon: 16:30 – 17:45
Session 348: Differentiation and Competitive Strategy
Tue: 08:00 – 09:15
Session 349: Leaders, Laggards and Competition
Session 367: What Drives Firm Heterogeneity Across Time?
Tue: 11:00 – 12:15
Session 350: Governance, Organization and Competition
Tue: 15:30 – 16:45
Session 364: Conceptual developments in Competitive Strategy
Tue: 17:15 – 18:30
Session 343: What Drives Competition?

Strategic Management Society