Resource-based view

The resource-based view (RBV), often referred to as the "resource-based view of the firm",^[1] is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage.

Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal work in the emergence of the resource-based view.^[2] However, some scholars^[who?] argue that there was evidence for a fragmentary resource-based theory from the 1930s.^{[citation needed]} RBV proposes that firms are heterogeneous because they possess heterogeneous resources, meaning that firms can adopt differing strategies because they have different resource mixes.^[3]

The RBV focuses managerial attention on the firm's internal resources in an effort to identify those assets, capabilities and competencies with the potential to deliver superior competitive advantages.

^ Cite error: The named reference hooley+ was invoked but never defined (see the help page).
^ Cite error: The named reference Barney1991 was invoked but never defined (see the help page).
^ Lavie, Dovev (2008). "The Competitive Advantage of Interconnected Firms". 21st Century Management: A Reference Handbook. pp. I-324–I-334. doi:10.4135/9781412954006.n32. ISBN 9781412949729.

[hooley+-1] Cite error: The named reference hooley+ was invoked but never defined (see the help page).

[Barney1991-2] Cite error: The named reference Barney1991 was invoked but never defined (see the help page).

[Lavie2008-3] Lavie, Dovev (2008). "The Competitive Advantage of Interconnected Firms". 21st Century Management: A Reference Handbook. pp. I-324–I-334. doi:10.4135/9781412954006.n32. ISBN 9781412949729.

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