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Summaries on Entrepreneurial Strategy Related Papers

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Barney (develop resources for single business “SBU”) (static theory)
Barney: Two assumptions = resource heterogeneity and resource immobility
Companies have access to different kinds of resources, and therefore a resources can be a competitive advantages VRIO = resources should be analysed by VRIO to create value in the long-term vs. Wernerfelt (develop resources for multiple business: applying for more than one products ) (process/dynamic theory)
2) Wernerfelt: Different from Barneys resources based view = looks at how firm resources can create competitive advantages to a range of/multiple different business units
- Sequential entry strategy = Ex. Apple, they have used the touch technology in many different products. The firm uses the same resource to entry new markets/products
- Resources position barrier = the firm set up barriers internally to protect their competitive advantages against competitors ex. keeping systems secret, optimizing internal system, develop and renew knowledge etc.
Alvarez and Busenitz
(2001) have linked entrepreneurship theory and the Resource-Based View of the firm (RBV) by identifying resources as the central focus of the two theoretical models. In entrepreneurship, opportunities are recognized because individuals have heterogeneous views of resources while
RBV views heterogeneous resources across firms as the basis for sustainable competitive advantage. Priem and Butler (2001) * One important limitation they point at is that these static approaches do not take into account the role of ‘learning’ (or exploration), while the ability to learn to develop effective resources is in itself a resource. * Does not provide insight into how resources can lead to competitive advantages.
Prahalad
Core competencies are a company’s collective knowledge about how to coordinate diverse production skills and

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