Journal of Business & Industrial Marketing
managerial action; resource-advantage theory; conceptual frameworks; firm resources and external enbironment frameowkr; resource management; maangers
Business Administration, Management, and Operations
Purpose – The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resourceadvantage (R-A) theory, can facilitate managerial action. Design/methodology/approach – After a brief overview of resource-advantage (R-A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action. Findings – This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R-A theory. Practical implications – The conceptual frameworks developed in this paper have great potential for facilitating managerial action. Originality/value – Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.
Hunt, S.D. & Madhavaram, S. (2012). Managerial action and resoruce-advantage theory: Conceptual frameworks emanating from a positive theory of competition. Journal of Business & Industry Marketing, 27(7), 582-591. doi: 10.1108/08858621211257356
NOTICE: this is the author’s version of a work that was accepted for publication in the Journal of Business & Industrial Marketing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business & Industrial Marketing, 27, 7, 08-17-2012, 10.1108/08858621211257356