• Title, Summary, Keyword: Resource-Based View(RBV)

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Building Competitive Advantages through Information Systems(IS) Outsourcing: A Resource-Based View(RBV) Approach (정보시스템 아웃소싱을 통한 경쟁력 제고: Resource-Based View(RBV) 접근)

  • Goo, Ja-Hyun
    • Asia pacific journal of information systems
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    • v.13 no.3
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    • pp.213-242
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    • 2003
  • This paper employs the lens of the resource-based view(RBV) to investigate how firms create competitive advantages through IS outsourcing arrangements. The RBV framework is used to explore how a firm adds value and reaps benefits from IS outsourcing arrangements. The primary finding is that in the process of value creation, the 'absorption' of the managerial and technical capabilities of external vendors is critical. When the client firm is able to absorb and integrate the IT capabilities of outsourcing vendors, these absorbed capabilities in turn become the source of IT competence and competitive advantages $vis-\grave{a}-vis$ the competition.

The Influence of Competitive Advantage on Hospital Performance: Focused on Resource-based View(RBV) (경쟁우위와 의료기관 경영성과 -자원기반관점을 중심으로-)

  • Lee, Ye Jin;Suh, Won Sik
    • Korea Journal of Hospital Management
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    • v.21 no.3
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    • pp.53-64
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    • 2016
  • The study empirically examines the classic hypothesis on resource-based view(RBV) theory, which is the possible relationship between competitive advantage and performance. For the study, we have surveyed 198 hospital administrators in Korea. By testing the hypotheses at conceptual level, a more robust approach, we found that (1) if a hospital possesses and exploits resources and capabilities that are both valuable and rare, it will attain a competitive advantage, and (2) the attaintment of such advantage will enable the hospital to improve its performance. The results may be interest to both academics and practitioners. From an academic standpoint, the study more accurately captures the dynamics of the theory by pairing resources-capabilities as opposed to individual resources or capabilities. From a practitioner perspective, it is suggested that hospital managers need no necessarily seek out novel resources and capabilities, but rather develop novel ways in which to combine those resources and capabilities to which they do have access.

A Study on the impact of Technological Alliance Motivation on the Partner Selection Criteria, Governance Structure and Performance of Korean High-Tech Firms' Technological Alliances: A Focus on the Integration of TCE and RBV (기술제휴의 동기가 하이테크(High-Tech) 기업의 기술제휴 파트너 선정기준, 거버넌스 및 성과에 미치는 영향에 관한 연구: 거래비용이론과 자원준거이론의 통합적 관점을 중심으로)

  • Kim, Hwan-Jin;Kim, Byung-Keun
    • Journal of Technology Innovation
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    • v.21 no.2
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    • pp.225-254
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    • 2013
  • This paper examines an explanatory power of primary alliance motivation theories, such as 'Transaction-Cost Economics (TCE)' and 'Resource-Based View (RBV)', on the technological alliance partner selection criteria, governance and performance. Adopting perspectives of integration provided by TCE and RBV, this work examines the impact of both theories on the alliance processes such as alliance partner selection, governance and performance. Empirical findings show that both TCE and RBV are effective in explaining the choice of technological alliance partners. In addition, TCE appears to be more effective in providing explanation of technological alliance governance structure. Also, both TCE and RBV are effective in evaluating the technological alliance performance phase, though RBV appears to be slightly more effective.

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The Effects of Project-Based Organizational Resources on the Business Performance (프로젝트 조직자원이 경영성과에 미치는 영향)

  • Jin, Sangjoon;Oh, Minjeong;Park, Sohyun
    • Journal of the Society of Korea Industrial and Systems Engineering
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    • v.41 no.3
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    • pp.30-40
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    • 2018
  • The purpose of this study is to examine the effect of project-based organizational resources on the business performance in the resource-based view (RBV) and dynamic capability one and analyze their relationship through an integrated model. The RBV argues that firms get competitive advantages when they have VRIN characterized resources but dynamic capability view argues that RBV has its limitation under volatility so it enables them to obtain competitive advantages in ever changing environments. This study analyzes data collected from 270 survey questionnaires on the project management related staff at the project-based organization among major companies in Korea. The result demonstrates that two project organizational resources on strategic and executional management with VRIN characteristics are found to bring positive effects on the organizational dynamic capabilities and also the dynamic capabilities such as integration & reconfiguration, organizational learning are verified to bring meaningful positive effects on the business performance. On the other hand, unlike previous studies, ambidexterity has quite a weak effect on the business performance. Therefore, we expect that the resources of the project-based organization with VRIN lead to strengthen the firm's business performance through organizational dynamic capabilities and produce high performance through the integrated model of RBV and dynamic capability one. The study has academic meanings that widely confirm the effects and characteristics of main elements of VRIN project organizational resources on the business performance of competitive advantage through the dynamic capabilities of the organization by the regression on the precedent studies regarding the project management resources and their relationship with the VRIO characteristics. The practical implication is that it is preferentially necessary for the organization to obtain VRIN resources and organizational dynamic capabilities, especially organizational learning to have sustainable competitive advantages.

The Impact of SME's Organizational Capabilities on CSR and Business Performance:Focused on the Mediating Role of Proactive & Reactive CSR (중소기업 조직역량이 CSR 및 경영성과에 미치는 영향:선제적 및 반응적 CSR의 매개역할을 중심으로)

  • Bae, Jeong-Ho;Park, Hyeon-Suk
    • The Journal of the Korea Contents Association
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    • v.17 no.8
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    • pp.274-289
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    • 2017
  • Recently many companies are utilizing CSR as an important strategic means because of increasing concern about CSR from society and securing a sustainable competitive advantage. With this background, this study conducted an empirical investigation using a statistical tool based on survey data about a casual relationship between organizational capabilities, proactive CSR, reactive CSR and Business Performance from a RBV perspective. The result of this empirical study is as follows, First, SME's specified organizational capabilities have positive and significant effect on a proactive CSR. Second, the proactive CSR is positively related with business performance but reactive CSR is not like that. Third, SME's organizational capabilities do not have a positive and significant effect on business performance directly but have a indirect effect on business performance through proactive CSR which is a value creating activity. This research is likely to give some contribution to both SME's CSR study and resource based view (RBV) research.

The Effects of Mobile Smart-Work IT Resources of Resource Based View on the Work Efficiency : based on moderating effects of the perceived usefulness (자원기반관점(RBV)에서 모바일 스마트워크 IT자원이 업무효율성에 미치는 영향 - 지각된 유용성의 조절효과를 중심으로 -)

  • Lee, Min-Woo
    • Journal of Digital Convergence
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    • v.14 no.7
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    • pp.93-102
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    • 2016
  • The purpose of this study is to examine the effects of the Mobile Smart-Work IT resources on the work efficiency based on moderating effects of the perceived usefulness in the Resource Based View. The study has academic meanings and practical implications that studied widely based on moderating effects of the perceived usefulness through the Hierarchical regression furthermore on the existing study on hypothesis by standard multiple regression. The results showed that IT Infrastructure in the Mobile Smart-work IT resources by moderating effects of the perceived usefulness was found to bring positive effect on individual work efficiency and teamwork efficiency. On the other hand Business Application was found to bring positive effect on teamwork efficiency. Therefore, we expect that business firm and employees actively use the effects of the perceived usefulness with the trust that Mobile Smart-work IT resources bring positive effects on the work efficiency. It can improve this work efficiency and lead to strengthening the firm competitiveness.

Competitiveness of Tourism Destinations: An Extended Criteria of Resource-Based View

  • RISFANDINI, Andini;THOYIB, Armanu;NOERMIJATI, Noermijati;MUGIONO, Mugiono
    • The Journal of Asian Finance, Economics and Business
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    • v.8 no.5
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    • pp.253-263
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    • 2021
  • This research aims to increase the tourism destination competitiveness for the city of Malang. This research uses the extended criteria of Resource-based View (RBV): VRIOLU (Valuable, Rare, Inimitable, Organization, Large Market, Unmet Need) to analyze tourism destination competitiveness for the city of Malang. A qualitative approach with a case study research design is adopted in this research. Data was collected using data triangulation, such as an in-depth interview with the informants, direct observation in the form of field notes, and picture documentation. The data was analyzed manually by the researchers using thematic analysis. In this research, VRIOLU, the extended criteria of RBV is proven that it can be used as a tool to analyze tourism destination competitiveness by giving the researchers a framework to get the answers from the informants to achieve the research aim. Suggestions to improve the tourism destination competitiveness for the city of Malang include: (1) Actively promoting the added value that can be given by the city of Malang to the visitors; (2) Forming a tourism board to manage the city of Malang as a tourism destination in a holistic manner; (3) Creating synergistic promotion between the stakeholders of tourism operator and governments.

A study on the effect of SME IT resource on performance (중소기업의 IT자원이 업무성과에 미치는 영향에 관한 연구)

  • Jin, Jeongsuk;Park, Jooseok;Park, Jaehong
    • The Journal of Bigdata
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    • v.4 no.2
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    • pp.141-158
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    • 2019
  • Based on RBV(Resource Based View), IT of SMEs classified into IT resource and capabilities. And We confirmed that capabilities and resources affected each performance. In other words, based on the questionnaire of SMEs and IT professionals, divides capability from the overall IT resource that are possessed by SMEs. Among the four attributes (value, rare, non-substitutability, imperfect imitability) presented by Barney (1991), this study targeted at value and imperfect imitability and investigated how SMEs recognize IT resource and capability. Furthermore, this study tests how IT resource and capability influence corporate performance. The result of this study finds that resources that are needed on "Knowledge-based" are classified into IT capability, otherwise classified into IT resource. Analysis shows that server, DB(database), system administrators, programmers, CIO, BA were capabilities, Desktop PC, PC software, software for salary and accounting management, e-commerce, Homepage, and network inside th enterprise were resources. Secondly, this study reveals that both IT resource and IT capability affected company performance (employee satisfaction, CEO satisfaction). IT is certainly having an impact on corporate performance. In conclusion, resource can be either IT resource or IT capability based on they way of utilization. And both IT resource and IT capability have an influence on corporate performance (employee job satisfaction, CEO satisfaction). Therefore, when considering IT investment, a company can purchase necessary IT resource and actively utilize it to be IT capability, which can have an influence on corporate performance in return.

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기업의 기술혁신 활동 결정요인: 자원기반 관점에서 본 탐색적 연구

  • 성태경
    • Journal of Technology Innovation
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    • v.10 no.2
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    • pp.69-90
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    • 2002
  • This paper investigates the determinants of the firm's decision to carry out innovative activities in terms of the resource-based view(RBV) in strategic management. Two types of resources are distinguished: tangible(financial autonomy, firm size, capital intensity) and intangible(human resource, entrepreneurship, and commercial resource). R&D intensity and patent statistics are used as proxies for innovative activity. Specific hypotheses about their effect on the probability of a firm carrying out innovative activities are derived and tested on a sample of 337 listed firms in Korean manufacturing industry for the year 1999, using the logistic regression model. Empirical findings suggest that firm size and human resource are the main determinants of firm's internal innovative activities. The results show that the hypotheses concerning financial autonomy, debt ratio, capital intensity, entrepreneurship, and commercial resource are rejected.

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The Influence of Intellectual Capital Elements on Company Performance

  • EKANINGRUM, Yulliana
    • The Journal of Asian Finance, Economics and Business
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    • v.8 no.1
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    • pp.257-269
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    • 2021
  • Intellectual capital is becoming a crucial factor for a firm's long-term profit and performance in the knowledge-based economy as more firms identify their core competence as invisible assets rather than visible assets (Itami, 1987). The company was encouraged to measure financial and non-financial factors, including the customer perspective groups, the internal business process, learning and growth perspective, then to link all these measurements in a coherent system. This paper seeks to investigate the influence of intellectual capital elements on company performance, as well as the relationship among intellectual capital elements from a cause-effect perspective. Resource-Based View (RBV) considers intellectual capital as resource and capability to sustain competitive advantage on company performance. The partial least squares approach is used to examine listed banks in Indonesia Stock Exchange for year 2017-2019. Results show that human capital directly has positive influences on innovation capital, customer capital, and process capital. Innovation capital has positive, but less significant influence on process capital, which in turn influences customer capital. Human capital and process capital also influence customer capital. Finally, customer capital contributes to performance. This study helps management to identify relevant intellectual capital elements as competitive advantage and their indicators to enhance business performance.