STRATEGIC RESOURCES AND PERFORMANCE: A META-ANALYSIS

• 成果类型: Article
• 署名作者: Crook, T. Russell; Ketchen, David J., Jr.; Combs, James G.; Todd, Samuel Y.
• 署名单位: University of Tennessee System; University of Tennessee Knoxville; Auburn University System; Auburn University; State University System of Florida; Florida State University; University System of Georgia; Georgia Southern University
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.703
• 发表日期: 2008
• 页码: 1141-1154
• 关键词: RESOURCE-BASED THEORY; resource-based view; performance; Meta-analysis; appropriation

摘要

Resource-based theory (RBT) has emerged as a key perspective guiding inquiry into the determinants of organisational performance. Since the early 1990s, numerous studies have examined RBT's assertion that the extent to which organizations possess strategic resources is positively related to performance. Although many studies appear to support this assertion, there is no consensus regarding how strongly strategic resources relate to performance. To help resolve this issue, we meta-analyse 125 studies of RBT that collectively encompass over 29,000 organisations. Our conservative estimate is that the effect size of the strategic resources-performance relationship is (r) over bar(c) = 0.22. Moderator tests suggests that the resources-performance link is stronger (1) when resources meet the criteria laid out in RBT and (2) for those performance measures that are not affected by potential value appropriation. When resources meet RBT's criteria and when performance measures are not affected by potential appropriation, the strength of the relationship grows to (r) over bar(c) = 0.29. This suggests that the identification, development, and distribution of value from strategic resources should be a primary consideration for scholars, managers, and shareholders. Copyright (C) 2008 John Wiley & Sons, Ltd.