Tinjauan Komplementer Pengaruh Teori Market-Based View (MBV) dan Resource-Based View (RBV) terhadap Strategi dan Kinerja Perusahaan
DOI:
https://doi.org/10.21512/bbr.v4i1.1119Keywords:
market-based view (MBV), resource-based view (RBV), company strategy, company performanceAbstract
The influence of the strategy to company performance is the most widely researched topic until now. Various literatures state that the influence of company performance to strategy does not stand alone, but is affected by a variety of external and internal contingency factors. The discussion in this paper begins with a description of the two major strategic management theories in the theory of MBV and RBV. So both theory of RBV and MBV theory indeed complement each other and have an important role in explaining the influence of strategy to the company performance. This research aims to prove which theory is much more instrumental in explaining the influence of strategy on performance is not important to do, because this is futile efforts .
Plum Analytics
References
Amit, R., & Schoemaker, P. J. (1993). Strategic Assets dan Organizational Rent. Strategic Management Journal, 14, 33-46.
Bain, J. (1956). Barriers to new competition. Cambridge, MA: Harvard University Press.
Barnett, W., & Hansen, M. (1996). The red queen in organizational evolution. Strategic Management Journal, 17, 139-157.
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 6: 1-22.
______. (1997). Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect.
Organization Studies, 18: 43-76.
Collis, D. J. (1991). A resource-based analysis of global competition: The case of the bearings industry. Strategic Management Journal, 12: 49-68.
Collis, D. (1994). Research note: How valuable are organizational capabilities? Strategic Management Journal. 15: 143-152.
Conant, J. S., Mokwa, M. P., & Varadarajan, P. R. (1990). Strategic types, distinctive marketing competencies and organizational performance: A multiple measures-based study. Strategic Management Journal, 11: 365-383.
Conner, K. R. (1991). A historical comparison of resource-based theory and five schools of thought within industrial organization economics: Do we have a new theory of the firm? Journal of Management, 17: 121-154.
DeSarbo, W. S., Di Benedetto, C. A., Jedidi, K., & Song, M. (2006). Identifying sources of heterogeneity for empirically deriving strategic types: A constrained finite-mixture structuralequation methodology. Management Science, 52: 909-924.
DeSarbo, W., Di Benedetto, C. A., Song, M., & Sinha, I. (2005). Revisiting the Miles and Snow Strategic Framework: Uncovering Interrelationships between Strategic Types, Capabilities, Environmental Uncertainty, and Firm Performance. Strategic Management Journal, 26: 47-74.
Dess, G. G., & Beard, D. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29: 52-73.
Di Benedetto, C.A., & Song, M. (2003). The relationship between strategic type and firm capabilities in Chinese Firm. International Marketing Review, 20: 514- 533.
Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science. 35: 1504-1511.
Dill, W. R. (1976). Environment as an influence on managerial autonomy. Administrative Science Quarterly. 2: 409-443.
Edelman, L., Brush, C., & Manolova, T. 2005. Co-alignment in the resource-performance relationship: strategy as mediator. Journal of Business Venturing. 20: 359-383.
Fuchs, P. H., Mifflin, K. E., Miller, D., & Whitney, J. O. (2000). Strategic integration: Competing in the age of capabilities. California Management Review, 42: 118-147.
Ginsberg, A., & Venkatraman, N. (1985). Contingency perspectives of organizational strategy: A critical review of the empirical research. Academy of Management Review, 10: 421-434.
Grant, R. (2005). Contemporary strategy analysis. Malden, MA: Blackwell.
Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review. Spring: 114-135.
Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable competitive advantage. Strategic Management Journal. 14(8): 607-618.
Hannan, M., & Freeman, J. (1977). The population ecology of organization. The American Journal of Sociology, 82: 929-964.
Hansen, G., & Wernerfelt, B. (1989). Determinants of firm performance: the relative importance of economic and organizational factors. Strategic Management Journal. 10: 399-411.
Hawawini, G., Subramanian, V., & Verdin, P. (2003). Is performance driven by industry or firmspecific factors? A new look at the evidence. Strategic Management Journal. 24 (1): 1-16.
Henderson, R., & Mitchell, W. (1997). The Interactions of Organizational and Competitive Influences on Strategy and Performance. Strategic Management Journal, 18: 5-14.
Hitt, M. A., & Ireland, R. D. (1985). Corporate distinctive competence, strategy, industry and performance. Strategic Management Journal. 6: 273-293.
Hitt, M. A., & Ireland, R. D. (1986). Relationship among corporate level distinctive competencies, diversification strategy, corporate structure and performance. Journal of Management Studies. 23(4): 401-416.
Hitt, M. A., Ireland, R. D., & Palia, K. A. (1982). Industrial firms’ grand strategy and functional importance: moderating effects of technology and structure. Academy of Management Journal. 25: 265-298.
Hitt, M. A. Ireland, R. D., & Stadter, G. (1982). Functional importance and company performance: moderating effects of grand strategy and industry type. Strategic Management Journal. 3: 315-330.
Hoskisson, R. E., Hitt, M. A., & Ireland, R. D. (2004). Competing for advantage. Ohio: Thomson.
Huygens, M., Baden-Fuller, C., Van Den Bosch, F. A. J., & Volberda, H. W. (2001). Co-evolution of firm capabilities and industry competition: Investigating the music industry, 1877-1997. Organization Studies, 22: 971-1011.
Irvin, R. A., & Michaels, E. G. (1989). Core skills: Doing the right things right. The McKinsey Quarterly. Summer: 4-19.
Itami, H. (1987). Mobilizing invisible assets. Cambridge, MA: Harvard University Press.
Kreiser, P., & Marino, L. (2002). Analyzing the historical development of the environmental uncertainty construct. Management Decision, 40: 895.
Lawless, M. W., Bergh, D., & Wilsted, W. D. (1989). Performance variations among strategic group members: An examination of individual firm capability. Journal of Management. 15(4): 649661.
Lenz, R. T. (1980). Strategic capability: A concept and framework for analysis. Academy of Management Review, 5: 225-234.
Lenz, R. T. (1981). ‘Determinants’ of organizational performance: an interdisciplinary review. Strategic Management Journal. 2: 131-154.
Levinthal, D., & Myatt, J. (1994). Co-evolution of capabilities and industry; the evolution of mutual fund processing. Strategic Management Journal. 15: 45-62.
Lukas, B. A., Tan, J. J., & Hult, G. T. M. (2001). Strategic fit in transitional economies: The case of china’s electronics industry. Journal of Management, 27: 409-429.
Luo, Y., & Park, S. H. (2001). Strategic alignment and performance of market-seeking MNC in China. Strategic Management Journal, 22: 141-155.
Mahoney, J. T., & Pandian, J. R. (1992). The resource-based view within the conversation of strategic management. Strategic Management Journal. 13:363-380.
Makhija, M. (2003). Comparing the resource-based and market-based views of the firm: Empirical evidence from Czech Privatization. Strategic Management Journal, 24: 433-451.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science. 2(1): 71-87.
Mason, E. S. (1939). Price and production policies of large scale enterprises. The American Economic Review, 29: 61-74.
McGahan, A. M., & Porter, M. E. (1997). How much does industry matter really. Strategic Management Journal, 18:15-30.
O’Regan, N., & Ghobadian, A. (2004). The importance of capabilities for strategic direction and performance. Management Decision, 42: 292-312.
Parnell, J. A. (2002). Competitive strategy research. Journal of Management Research, 2(1): 1-12.
Parnell, J. A. (2006). Generic strategies after two decades: A reconceptualization of competitive strategy. Management Decision, 44: 1139-1154.
Penrose, E. (1959). The growth of the firm. Basil Blackwell. Oxford.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based views. Strategic Management Journal. 14(3): 179-191.
Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.
_______. (1981). The contributions of industrial organization to strategic management. Academy of Management Review, 6: 604-620.
_______. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.
_______. (1996). On competition. Boston: Harvard Business School.
Prahalad, C. K. (1983). Developing strategic capability: An agenda for top management. Human Resource Management. Fall 22(3): 237-254.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review. 64: 79-91.
Prescott, J. (1986). Environments as moderators of the relationship between strategy and performance. Academy of Management Journal. 29(2): 329-345.
Roquebert, J., Phillips, R., & Westfall, P. (1996). Markets vs management: What ‘drives’ profitability? Strategic Management Journal. 17: 653-664.
Rumelt, R. P. (1991). How much does industry matter? Strategic Management Journal. 12: 167-185.
Schendel, D. (1997). The interactions of organizational and competitive influences on strategy and performance. Strategic Management Journal, 18: 1-3.
Scherer, F. M. (1980). Industrial market structure and economic performance. Chicago: Rand McNally College Publishing.
Silverman, B., Nickerson, J., & Freeman, J. (1997). Profitability, transactional alignment, and organizational mortality in the US trucking industry. Strategic Management Journal, 18: 3152.
Snow, C. C., & Hrebiniak, L. G. (1980). Strategy, distinctive competence, and organizational performance. Administrative Science Quarterly, 6: 317-336.
Spanos, Y. E., & Lioukas, S. (2001). An examination into the causal logic of rent generation: Contrasting Porter’s competitive strategy framework and the resource-based perspective. Strategic Management Journal, 22: 907-934.
Stalk, G., Evans, P., & Shulman, L. E. (1992). Competing on capabilities: The new rules of corporate strategy. Harvard Business Review, 70: 57-69.
Selznick, P. (1957). Leadership in administration. Harper and Row. New York.
Tan, J., & Litschert, R. (1994). Environment-strategy relationship and its performance implications: An empirical study of the Chinese electronics industry. Strategic Management Journal, 15: 120.
Tan, J., & Tan, D. (2005). Environment-strategy co-evolution and co-alignment: A staged model of Chinese SOEs under transition. Strategic Management Journal, 26: 141-157.
Tvorik, S., & McGivern, M. (1997). Determinants of organizational performance. Management Decision. 35(6): 417-435.
Venkatraman, N. (1989). Strategic orientation of business enterprises: The construct, dimensionality, and measurement. Management Science, 35: 942-962.
Venkatraman, N., & Prescott, J. E. (1990). Environment-strategy coalignment: An empirical test of its performance implication. Strategic Management Journal, 11: 1-23.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal. 5: 171-180.
White, R., & Hamermesh, R. (1981). Toward a model of business unit performance: An integrative approach. Academy of Management. 6(2): 213-223.
Woodside, A. G., Sullivan, D. P., & Trappey III, R. J. (1999). Assessing relationship among strategic types, distinctive marketing competencies, and organizational performance. Journal of Business Research. 45: 135-146.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
a. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License - Share Alike that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
b. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
c. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
USER RIGHTS
All articles published Open Access will be immediately and permanently free for everyone to read and download. We are continuously working with our author communities to select the best choice of license options, currently being defined for this journal as follows: Creative Commons Attribution-Share Alike (CC BY-SA)