Competitive Positioning and the Resource-Based View of the Firm

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Publisher: Routledge
Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House,
37-41 Mortimer Street, London W1T 3JH, UK
Journal of Strategic Marketing
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Graham Hooley a , Amanda Broderick a & Kristian Möller b a Aston Business School, Aston University, Birmingham, B4 7ET, UK b Department of Marketing, Helsinki School of Economics, Runeberginkatu 14–16, Helsinki,
FIN-00100, Finland
Available online: 28 Jul 2006
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The second theme of recent years is the RBV of the firm, which posits that strategy (and subsequently performance) is dependent on historically developed resource endowments. As
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98 HOOLEY et a\. with market orientation, the lineage of the RBV can be traced back over four decades (see
Penrose, 1959) but has received renewed attention in recent years (see Barney, 1991; Grant,
1995; Wernerfelt, 1995). Two main approaches to resources have developed. First, the resource-based approach, which focuses on explaining the rent earning capability of resources
(see Amit and Schoemaker, 1993). Second, the dynamic capabilities approach which examines how resources and capabilities are developed in a firm context (see Mahoney, 1995).
These two streams of research - market orientation and the RBV of the firm - form relatively independent literatures. We argue that market orientation research has, by and large, reached its peak. By operating at a high abstraction level (seeking a single scale composit measure) and being essentially static (measuring current orientation rather than its

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