Resource-based Theory delves into a key perspective of strategic management, investigating why certain companies consistently outperform their competitors. The book outlines the central elements of the resource-based approach, emphasizing the roles of a firm's competences and internal capabilities rather than its market positioning. It provides a clear and structured overview of the theory, charting its roots in traditional economic thought and its evolution during the 1990s. In this work, renowned scholar Jay B. Barney joins forces with Delwyn N. Clark to present a comprehensive examination of the resource-based view. The authors discuss the practical applications of the theory in research, teaching, and practice, offering insights that challenge conventional approaches in strategic management. Published by Oxford University Press in 2007, this paperback edition spans 336 pages that intricately detail the theoretical advancements and enduring impact of the resource-based perspective.
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