Strategy Is About Both Resources and Positioning

Harvard Business Review

In the red corner we have the “ positioning school ” (TPS) and in the white we have the “ resource-based view of the firm ” (RBV). The RBV view, first articulated by Berger Wernerfelt in 1984 and then by Jay Barney in 1986 and 1991 , put forward a view of competitive advantage as based on accumulating competitive resources. Real strategies in the real world combine TPS and RBV.

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When a Spinoff Makes Strategic Sense

Harvard Business Review

Let’s look at our current dominant strategy theory: the Resource-Based View or RBV, closely associated with Jay Barney. So how does RBV explain the decision to split the company into two? So it is hard to explain this decision using the RBV. You may also have noted that the RBV contains no concept of focus. Indeed, if you have multiple resources, the RBV implies that you should develop a strategy to build and exploit all these resources.

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The More Experience You Have, the Worse You Are at Bootstrapping

Harvard Business Review

Academics have been writing about the Resource-Based View (RBV) — a theory of how companies can gain competitive advantage from their unique and valuable resources — since the 1980s, though the idea has been around for longer. The researchers behind this new study point out that recent work on RBV has focused on managers as the ones generating the revenue from the company’s resources.

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