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Emerging determinants of firm performance A case study research examining the strategy pillars from a resource‐based view

Emerging determinants of firm performance A case study research examining the strategy pillars... Purpose – The purpose of this paper is to study advance four factors – strategy pillars – that help explain firms' success: leader and top management team; strategic focus; trust in the future; and resources support. Design/methodology/approach – These factors were identified in five case studies of well‐known multinational corporations often referred to in the strategy literature and research. Findings – The paper proposes the four pillars from a resource‐based view (RBV) as a departure point for the identification of strategic resources. Research limitations/implications – Limitations derive from case study methodology, such as difficulty of generalization. The paper helps clarify how to look at the resources and how the strategy pillars may embody the four characteristics VRIN. Practical implications – The role of the chief executive officer entrepreneur as a core strategic pillar. Social implications – To deepen understanding of strategic leadership succession, namely to avoid firms' decline once the founding father retires. Originality/value – The paper not only uses the RBV to help identify strategic resources and understand the major strategic pillars of competitive advantage, but it also contributes to the debate on where lies the source of competitive advantage. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research: The Journal of the Iberoamerican Academy of Management Emerald Publishing

Emerging determinants of firm performance A case study research examining the strategy pillars from a resource‐based view

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1536-5433
DOI
10.1108/1536-541011047886
Publisher site
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Abstract

Purpose – The purpose of this paper is to study advance four factors – strategy pillars – that help explain firms' success: leader and top management team; strategic focus; trust in the future; and resources support. Design/methodology/approach – These factors were identified in five case studies of well‐known multinational corporations often referred to in the strategy literature and research. Findings – The paper proposes the four pillars from a resource‐based view (RBV) as a departure point for the identification of strategic resources. Research limitations/implications – Limitations derive from case study methodology, such as difficulty of generalization. The paper helps clarify how to look at the resources and how the strategy pillars may embody the four characteristics VRIN. Practical implications – The role of the chief executive officer entrepreneur as a core strategic pillar. Social implications – To deepen understanding of strategic leadership succession, namely to avoid firms' decline once the founding father retires. Originality/value – The paper not only uses the RBV to help identify strategic resources and understand the major strategic pillars of competitive advantage, but it also contributes to the debate on where lies the source of competitive advantage.

Journal

Management Research: The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Jun 4, 2010

Keywords: Corporate strategy; Business performance; Leadership; Competitive advantage

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