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Resource-Based Theory
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Table of Contents

Part I: RESOURCE-BASED THEORY 1: The strategic management question and the emergence of resource-based theory 2: Strategic factor markets and competitive advantage 3: Firm resources and sustained competitive advantage Part II: RBT AND ORGANIZATIONAL CAPABILITIES 4: Culture as a source of sustained competitive advantage 5: Trust as a source of sustained competitive advantage 6: Trust as a source of sustained competitive advantage 7: Information technology as a source of sustained competitive advantage Part III: RBT AND ORGANIZATIONAL STRATEGIES 8: Resource-based theory and vertical integration 9: Resource-based theory and corporate diversification 10: Resource-based theory and mergers and acquisitions Part IV: RBT: THE RESEARCH FRONTIER 11: Resource-based theory: empirical research 12: The future of resource-based theory

About the Author

Jay B. Barney is a Professor of Management and holds the Chase Chair in Strategic Management at the Fisher College of Business at The Ohio State University in Columbus, Ohio. Best known for his work on resource-based theory, he has published over 75 articles in the field of strategic management, along with four books. Professor Barney has also served in a variety of editorial positions (at The Journal of Management, Organization Science, and other journals), received an honorary Ph.D. from Lund University, was elected as a Fellow of the Academy of Management, and received the Irwin Outstanding Educator Award from the Business Policy and Strategy Division of the Academy of Management. Professor Barney also consults with a wide variety of private and public sector organizations, including, most recently, American Electric Power, Nationwide Insurance, and Columbus Public Schools. Delwyn N. Clark is the Executive Director Research and a Professor of Strategic Management at Waikato Management School. Professor Clark's research interests provide intellectual contributions to strategy theory, practice and teaching. She is developing new theory on innovation, entrepreneurial processes and the resource based view of the firm. In addition to studying strategy models and processes, she has recently examined e-Business practices in New Zealand organizations (as part of a FRST-funded programme). Several of her in-depth, Harvard-style, strategy case studies have been published in the Case Research Journal and in a book, Strategic Management Cases (Pearson, 2001). In 2002, Delwyn was the recipient of one of the inaugural New Zealand Tertiary Teaching Excellence Awards for Sustained Excellence.

Reviews

'This book is a tour de force by Barney and Clark, demonstrating the incredible impact of this work on the development of resource-based theory. It presents resource-based thoery as a vibrant area of research, with far-reaching implications, applicability, and an ever-expanding frontier.' Margaret Peteraf, professor of Strategic Management and Organization, Tuck School of Business, Dartmouth College 'In this important book, Jay Barney and Delwyn Clark show how resources and markets interact to yield superior firm performance. Students, scholars and practitioners who seek to understand current resource-based thinking will find this essential reading.' Anita M. McGahan, Everett W. Lord Distinguished Faculty Scholar and Professor of Strategy & Policy, Boston University School of Management

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