VRIO: Static or dynamic?

Bibliographic Details
Main Author: Lopes da Costa, R.
Publication Date: 2019
Other Authors: Geraldes, R., Geraldes, J.
Language: eng
Source: Repositórios Científicos de Acesso Aberto de Portugal (RCAAP)
Download full: http://hdl.handle.net/10071/29533
Summary: During the 1980s, the principal concern of theorists in what regarded strategic management was linked to the analysis of the external environment. However, many researchers defend that considering the turbulence of today’s business environment with the technology’ advancement, the ever-changing industries and with an ever continuingly-increasing reduction in the time-frame of competitive advantage, a resource-based view has been gaining its own space regarding strategic formulation. Despite of the model’s capability, the theory has received diverse criticism during the last years, which we believe that some of these criticisms deserve to be analyzed. Therefore, the present article intends to illustrate a new theoretical basis for the analysis of the resources and capabilities in order to explain the advantages of applying a conceptual model that articulates the VRIO framework, initially developed by Barney (1991) with a new conceptual model that allow companies to perceive the dynamism of the company’s competitive advantage through the inclusion of the values, dynamic capabilities and governance concepts from the VDS acronym. The article is subdivided into six parts, the first part is referent to the theoretical exploitation of the RBV dematerialized in the creation of the VRIO model. The second part presents the main criticisms existent in the literature regarding the model and its limitations. The third, fourth and fifth parts refer to the approach in order to achieve the articulation between the VRIO model and the three additional parameters. In the sixth part, the new model will be presented and lastly, some considerations will be presented regarding this subject.
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spelling VRIO: Static or dynamic?Resource-based viewVantagem competitiva -- Competitive advantageStrategic managementModelo VRIO - VRIO FrameworkCriação de valor -- Value creationDuring the 1980s, the principal concern of theorists in what regarded strategic management was linked to the analysis of the external environment. However, many researchers defend that considering the turbulence of today’s business environment with the technology’ advancement, the ever-changing industries and with an ever continuingly-increasing reduction in the time-frame of competitive advantage, a resource-based view has been gaining its own space regarding strategic formulation. Despite of the model’s capability, the theory has received diverse criticism during the last years, which we believe that some of these criticisms deserve to be analyzed. Therefore, the present article intends to illustrate a new theoretical basis for the analysis of the resources and capabilities in order to explain the advantages of applying a conceptual model that articulates the VRIO framework, initially developed by Barney (1991) with a new conceptual model that allow companies to perceive the dynamism of the company’s competitive advantage through the inclusion of the values, dynamic capabilities and governance concepts from the VDS acronym. The article is subdivided into six parts, the first part is referent to the theoretical exploitation of the RBV dematerialized in the creation of the VRIO model. The second part presents the main criticisms existent in the literature regarding the model and its limitations. The third, fourth and fifth parts refer to the approach in order to achieve the articulation between the VRIO model and the three additional parameters. In the sixth part, the new model will be presented and lastly, some considerations will be presented regarding this subject.European Academy of Management2023-11-09T09:33:17Z2019-01-01T00:00:00Z20192023-11-09T09:32:12Zconference objectinfo:eu-repo/semantics/publishedVersionapplication/pdfhttp://hdl.handle.net/10071/29533eng9782960219517Lopes da Costa, R.Geraldes, R.Geraldes, J.info:eu-repo/semantics/openAccessreponame:Repositórios Científicos de Acesso Aberto de Portugal (RCAAP)instname:FCCN, serviços digitais da FCT – Fundação para a Ciência e a Tecnologiainstacron:RCAAP2024-07-07T03:20:11Zoai:repositorio.iscte-iul.pt:10071/29533Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireinfo@rcaap.ptopendoar:https://opendoar.ac.uk/repository/71602025-05-28T18:20:59.051160Repositórios Científicos de Acesso Aberto de Portugal (RCAAP) - FCCN, serviços digitais da FCT – Fundação para a Ciência e a Tecnologiafalse
dc.title.none.fl_str_mv VRIO: Static or dynamic?
title VRIO: Static or dynamic?
spellingShingle VRIO: Static or dynamic?
Lopes da Costa, R.
Resource-based view
Vantagem competitiva -- Competitive advantage
Strategic management
Modelo VRIO - VRIO Framework
Criação de valor -- Value creation
title_short VRIO: Static or dynamic?
title_full VRIO: Static or dynamic?
title_fullStr VRIO: Static or dynamic?
title_full_unstemmed VRIO: Static or dynamic?
title_sort VRIO: Static or dynamic?
author Lopes da Costa, R.
author_facet Lopes da Costa, R.
Geraldes, R.
Geraldes, J.
author_role author
author2 Geraldes, R.
Geraldes, J.
author2_role author
author
dc.contributor.author.fl_str_mv Lopes da Costa, R.
Geraldes, R.
Geraldes, J.
dc.subject.por.fl_str_mv Resource-based view
Vantagem competitiva -- Competitive advantage
Strategic management
Modelo VRIO - VRIO Framework
Criação de valor -- Value creation
topic Resource-based view
Vantagem competitiva -- Competitive advantage
Strategic management
Modelo VRIO - VRIO Framework
Criação de valor -- Value creation
description During the 1980s, the principal concern of theorists in what regarded strategic management was linked to the analysis of the external environment. However, many researchers defend that considering the turbulence of today’s business environment with the technology’ advancement, the ever-changing industries and with an ever continuingly-increasing reduction in the time-frame of competitive advantage, a resource-based view has been gaining its own space regarding strategic formulation. Despite of the model’s capability, the theory has received diverse criticism during the last years, which we believe that some of these criticisms deserve to be analyzed. Therefore, the present article intends to illustrate a new theoretical basis for the analysis of the resources and capabilities in order to explain the advantages of applying a conceptual model that articulates the VRIO framework, initially developed by Barney (1991) with a new conceptual model that allow companies to perceive the dynamism of the company’s competitive advantage through the inclusion of the values, dynamic capabilities and governance concepts from the VDS acronym. The article is subdivided into six parts, the first part is referent to the theoretical exploitation of the RBV dematerialized in the creation of the VRIO model. The second part presents the main criticisms existent in the literature regarding the model and its limitations. The third, fourth and fifth parts refer to the approach in order to achieve the articulation between the VRIO model and the three additional parameters. In the sixth part, the new model will be presented and lastly, some considerations will be presented regarding this subject.
publishDate 2019
dc.date.none.fl_str_mv 2019-01-01T00:00:00Z
2019
2023-11-09T09:33:17Z
2023-11-09T09:32:12Z
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dc.relation.none.fl_str_mv 9782960219517
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dc.publisher.none.fl_str_mv European Academy of Management
publisher.none.fl_str_mv European Academy of Management
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