Resource Base Theory of the Firm

1. Resource Base Theory of the Firm Presented by Olayele Adelakun, PhD DePaul University

2. Resource Base Theory of the Firm • The objective of this seminar is to examine the link between the resources within CGEYTMN/OS and sustained competitive advantage.

3. Sources of Competitive Advantage • Transaction cost theory • Core competence • Resource base theory of the firm

4. Strategy • Strategic Management Theory • Firms obtain sustained competitive advantages by implementing strategies that exploit their internal strengths, through responding to environmental opportunities, while neutralizing external threats and avoiding internal weaknesses.

5. Situational Analyzes Internal Analyzes External Analyzes Strengths Weakness Opportunities Threats Environmental models of competitive advantage Resource based model

6. IO vs. RBV

7. Resource base theory of the firm • Assumptions • Firms within an industry (or group) may be heterogeneous with respect to the strategic resources they control • These resources may not be perfectly mobile across firms, and thus, heterogeneity can be long lasting.

8. Resource base theory of the firm • 3 Key Definitions • Firm Resources • Competitive Advantage • Sustained Competitive Advantage

9. Resource base theory of the firm • Firms Resources • All assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness. • Daft, R. (1983) Organization theory and design. NY • Firm resources are strengths that firms can use to conceive of and implement their strategies. • Learned, Christensen, Andrews, & Guth, 1969; Porter, 1981)

10. Resource base theory of the firm • Three categories of Resources • Physical capital resource (Williamson, 1975) • Internal IT, Equipments, Geographical location and access to raw material. • Human capital resource (Becker, 1964) • Training, experience, intelligence, judgment, relationships and insight of individual managers and workers in a firm. • Organizational capital resource (Tomer, 1987) • Firm’s formal reporting structure, its formal and informal planning, controlling, and coordinating systems, as well as informal relations among groups within and across the firm

11. Resource base theory of the firm • Competitive Advantage • A firm is said to have a competitive advantage when it is implementing a value creating strategynot simultaneously being implemented by any current or potential competitors. • A firm is said to have sustained competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors andwhen other firms are unable to duplicate the benefits of this strategy.

12. Resource base theory of the firm • Attributes of sustained competitive advantage • It must be valuable • It must be rare among a firm’s current and potential competition • It must be imperfectly imitable • There cannot be strategically equivalent substitutes for this resource that are valuable but neither rare or imperfectly imitable

13. Resource Value and SCA • The Question of Value: • Capabilities are valuable when they enable a firm to conceive of or implement strategies that improve efficiency and effectiveness. • To be valuable, the capability must either • Increase efficiency (outputs / inputs) • E.g. increase the number of calls a customer service agent can answer within a specific period of time. • Increase effectiveness (enable some new capability not previously held)

14. Resource Rareness and SCA • The Question of Rareness: • Valuable resources or capabilities that are shared by large numbers of firms in an industry are therefore not rare, and cannot be a source of SCA. • Given the following, which are rare? • Good management team • A complex, state-of-the-art, excellent computer system • None of these are rare. Some researchers think only organizational assets or resources are rare (such as culture). What do you think?

15. Sustainable Competitive Advantage • The Question of Imitability • Valuable, rare resources can only be sources of SCA if firms that do not possess them cannot obtain them. They must be “imperfectly imitable”, i.e. impossible to perfectly imitate them. • Ways imitation can be avoided: • Unique Historical Conditions (Microsoft, e.g.) • Causal Ambiguity (why resources create SCA is not understood, even by the firm owning them) • Imitating firms cannot duplicate the strategy since they do not understand why it is successful in the first place. • Social Complexity (trust, teamwork, informal relationships, causal ambiguity where cause of effectiveness is uncertain) • E.g. A competitor steals all the scientists in an R&D lab and relocates them to a new facility. But, the “dynamics”, “culture” and “atmosphere” are not the same.

16. Sustainable Competitive Advantage • The Question of Substitutability • There must be no equivalent resources that can be exploited to implement the same strategies. • Forms of substitutability: • Duplication: Although no two management teams are the same, they can be strategically equivalent, produce the same results. • Substitution: Very different resources can be substitutes, e.g. • A charismatic leader with a clear vision vs. a strategic planning dept.

17. Sustainable Competitive Advantage • The Question of Exploitation: • Later research qualified this as another criteria for SCA. Is a firm organized to exploit the full competitive potential of its resources and capabilities? • Are systems in place to enable firms to support the execution of a particular strategy? • Taco Bell, e.g

18. Notes on “Sustainable” • Sustainable is not measured in calendar time. • Sustainable suggests the advantage lasts long enough that competitors stop trying to duplicate the strategy that makes the advantage sustained. • Sustainable does not mean the advantage will last forever.

19. Economic Performance

20. Delivery Method Knowledgeable workers CGEY Support Infrastructure Sales Support Training (internal & external) Communications across organization Customer relation experience and Credibility Offshore capability CGEY AS Sprint Team Leadership Application management Organization Diversified technical resources Problem solving approach Remote network / Infrastructure management Solid PM delivery skills Corporate values Chicago Center Affinity Group CGEY RESOURCES

21. DISCUSSION • Which of the CGEY resources are possible source of: • Competitive advantage • V+R+nI • Sustained competitive advantage • V+R+nI+nS

22. DISCUSSION • What next? • Action plan