The resource-based view of the firm Ten years after 1991英文精品课件.pdfVIP

Pergamon Journal of Management 27 (2001) 625–641 From the special issue editors The resource-based view of the firm: Ten years after 1991 a b c, Jay Barney , Mike Wright , David J. Ketchen, Jr. * aFisher College of Business, The Ohio State University, Columbus, OH 43210, U.S.A. b Center for Management Buy-out Research, Nottingham University Business School, Jubilee Campus, Nottingham NG8 1BB, England cDepartment of Management, Florida State University, Tallahassee, FL 32306-1110, U.S.A. Accepted 20 September 2001 Abstract At present, the resource-based view of the firm is perhaps the most influential framework for understanding strategic management. In this editor’s introduction, we briefly describe the contribu- tions to knowledge provided by the commentaries and articles contained in this issue. In addition, we outline some additional areas of research wherein the resource-based view can be gainfully deployed. © 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Ten years ago, Jay Barney edited a special forum in this journal on the Resource-Based View of the Firm (Barney, 1991). In his article in the special issue, Barney argued that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. These resources and capabilities can be viewed as bundles of tangible and intangible assets, including a firm’s management skills, its organizational processes and routines, and the information and knowledge it controls. In the intervening deca