Journal of Management

Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.

Self-reports figure prominently in organizational and management research, but there are several problems associated with their use. This article identifies six categories of self-reports and discusses such problems as common method variance, the consistency motif, and social desirability. Statistical and post hoc remedies and some procedural methods for dealing with artifactual bias are presented and evaluated. Recommendations for future research are also offered.

Social exchange theory (SET) is one the most influential conceptual paradigms in organizational behavior. Despite its usefulness, theoretical ambiguities within SET remain. As a consequence, tests of the model, as well as its applications, tend to rely on an incompletely specified set of ideas. The authors address conceptual difficulties and highlight areas in need of additional research. In so doing, they pay special attention to four issues: (a) the roots of the conceptual ambiguities, (b) norms and rules of exchange, (c) nature of the resources being exchanged, and (d) social exchange relationships.

Previous organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction a nd organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors. The link between the present findings and previous research is discussed, as are directions forfuture research.

The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.

Cách tiếp cận dựa trên nguồn lực đối với quản lý chiến lược tập trung vào các thuộc tính của công ty khó sao chép như các nguồn lợi kinh tế và, do đó, là các yếu tố thúc đẩy hiệu suất và lợi thế cạnh tranh cơ bản. Hiện nay, có sự quan tâm đến việc liệu sự thừa nhận rõ ràng quan điểm dựa trên nguồn lực có thể hình thành hạt nhân của một mô hình hợp nhất cho nghiên cứu chiến lược hay không. Bài viết này đề cập đến mức độ mà quan điểm dựa trên nguồn lực đại diện cho một phương pháp khác biệt cơ bản so với các lý thuyết được sử dụng trong kinh tế tổ chức công nghiệp. Luận điểm trung tâm là, xét về mặt không chính thức, cách tiếp cận dựa trên nguồn lực đang tìm kiếm một lý thuyết về công ty. Để xác định sự khác biệt so với ngành tổ chức công nghiệp, do đó, một phép so sánh thích hợp là với các lý thuyết khác về công ty được phát triển trong truyền thống đó. Phần I tóm tắt và phân tích năm lý thuyết đã có ý nghĩa quan trọng trong sự phát triển lịch sử của ngành tổ chức công nghiệp. Đó là mô hình cạnh tranh hoàn hảo của lý thuyết tân cổ điển, mô hình IO theo kiểu Bain, các đáp ứng của Schumpeter và Chicago, và lý thuyết chi phí giao dịch. Phần đầu tiên của Phần II phân tích cách tiếp cận dựa trên nguồn lực về mặt tương đồng và khác biệt so với các lý thuyết liên quan đến IO này. Kết luận là lý thuyết dựa trên nguồn lực vừa tích hợp vừa bác bỏ ít nhất một yếu tố chính từ mỗi lý thuyết đó; do đó lý thuyết dựa trên nguồn lực phản ánh di sản IO mạnh mẽ, nhưng đồng thời bao gồm sự khác biệt cơ bản đối với bất kỳ lý thuyết nào trong số này. Phần thứ hai của Phần II phân tích lý thuyết dựa trên nguồn lực như là một lý thuyết mới về công ty.

At present, the resource-based view of the firm is perhaps the most influential framework for understanding strategic management. In this editor’s introduction, we briefly describe the contributions to knowledge provided by the commentaries and articles contained in this issue. In addition, we outline some additional areas of research wherein the resource-based view can be gainfully deployed.

This article synthesizes empirical researchfindings on the impact of boards of directors on corporate financial performance. An integrative model of board attributes and roles is presented, and research support on their links is discussed. The review identifies critical short-comings of past studies and concludes by offering an agenda for future studies in this promising area of empirical research.

Thirty years have passed since Pfeffer and Salancik’s seminal work on resource dependence theory (RDT). During this time RDT has been applied broadly across the research domain to explain how organizations reduce environmental interdependence and uncertainty. In this review, the authors assess the conceptual development, empirical research, and application of RDT. They structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession.The authors summarize past work, synthesize contemporary thought, and propose future research directions.

While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small-to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.