Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition
Abstract
Purpose
The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action.
Design/methodology/approach
After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action.
Findings
This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory.
Practical implications
The conceptual frameworks developed in this paper have great potential for facilitating managerial action.
Originality/value
Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.
Keywords
Citation
Hunt, S.D. and Madhavaram, S. (2012), "Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition", Journal of Business & Industrial Marketing, Vol. 27 No. 7, pp. 582-591. https://doi.org/10.1108/08858621211257356
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited