1. Resource-Based View Definitions and Typologies
Daniel Degravel, 2007

2. R. B. V. Definitions Resources
Daft, 1983, Barney, J., 1991
Resource = assets, capabilities, organizational processes, firm attributes, information, knowledge, controlled by a firm that enable it to conceive of and to implement strategies that improve its efficiency and effectiveness
Strengths that a firm can use to conceive of and implement its strategies
Wernerfelt, B., 1984, Hafeez, K., Malak, N. and Zhang, Y., 2002
Resource = anything that could be thought as a strength or a weakness for a firm. Tangible and intangible assets tied permanently or semi-permanently to the firm
an input into the production process
the basic unit for analysis
anything tangible or intangible that can be owned or acquired

3. R. B. V. Definitions Typology of Resources #1 1- Physical capital
Barney, J., 1991
1- Physical capital
Technology, plant, equipment, location, access to raw material
2- Human capital
Training, expertise, judgment, intelligence, relationships and insights of managers and workers
3- Organizational capital
Organizational structure, planning, controlling and coordinating systems, informal relations among groups within the firm and with outside groups
Typology of Resources #2
Hofer and Schendel, 1978, Grant, R., 1991
Mahoney, J. and Pandian, R., 1992
1- Physical resources
2- Financial resources
3- Human Resources
4- Organizational resources
5- Technological resources
6- Legal resources
7- Experience
8- Intangible resources

4. R. B. V. Definitions Typology of Resources #3 1- Physical assets
Hafeez, K., Malak, N. and Zhang, Y., 2002
1- Physical assets
2- Intellectual assets
3- Cultural assets

5. R. B. V. Definitions Competences
Selznick, 1957
Competence = things that an Organization does especially well in comparison to its competitors
Hamel, G. and Prahalad, C., 1990
Competence = collective learning of the Organization, especially how to coordinate diverse production skills and to integrate multiple streams of technology
Penrose, 1959
Resource = stock. A resource can be defined independently from its use
Capability (competence) = flow. It implies function and activity and cannot be defined independently from its use. Capabilities are created over time and may depend on History and use of resources in an extremely complex (“path-dependent”) process
Hrebiniak, L. and Snow, C., 1980
Competence = aggregate of numerous specific activities that the organization tends to perform better than other Organizations in a similar environment

6. R. B. V. Definitions Assets H A S Skills D O E S
Typology of Competences #1
Galbreath, J., 2005
Assets
H A S
Skills
D O E S
Tangible
Intangible
The skills of the Organization or its capabilities
Financial assets
Physical assets
Property rights
Organization
Reputation

7. R. B. V. Definitions Typology of Competences #2
Durand, T. 1996
1- Elementary assets and resources, tangible and intangible
Plant, equipment, products, software and brands
2- Cognitive competences, individual and collective, explicit and tacit
Knowledge, know-how, technologies, patents
3- Organizational processes and routines (coordinated deployment of resources)
Coordination mechanisms in the organization to combine the action of individuals into collective tasks and achievements
4- Organizational structure
Structure including its internal and external dimensions (links with suppliers and customers)
5- Identity (Culture)
Corporate culture and behavior in the organization. Its shared values, its rites and taboos are manifestations of the firm’s identity

8. R. B. V. Definitions Typology of Competences #3
Sanchez, R., Heene, A. and Thomas, H., 1996
Strategic Intent and Goals
Strategy
Organization and process for a coordinated deployment of assets
Process of management
Coordinated deployment
C o m p e t e n c e s
Knowledge
Know-how
Explicit/tacit; individual/collective
Intangible
Techniques
Brands
Software
Resources
Assets
Tangible
Products
Equipments
Buildings
Operations

9. The Tree R. B. V. Definitions Final Products Core Products
Typology of Competences #4
Hamel, G. and Prahalad, C., 1990
The Tree
Final Products
Core Products
Core Competences
Maximum around 6

10. R. B. V. Definitions Typology of Competences #5 Functional Cultural
Hall, R., 1992
Functional
Cultural
“Positional”
Legal
Linked to members of Organization (“Behavioral”)
Know-how of employees, suppliers and distributors
Perception of quality and aptitude to learn
Reputation
Networks
Not Linked to members of Organization
(Asset-oriented)
Data-base
Contracts
Licenses
Business secrets
Intellectual property rights

11. R. B. V. Definitions Typology of Competences #6
Bajeva, A., Jamil, M. and Mascarenhas, B., 1998
1- Technological excellence
2- Process excellence
3- Relational excellence
Typology of Competences #7
Quelin, B and Arregle, J., 1999
1- Organizational competences
Coordination process; Behavior and Managers’ involvement; Motivation management; and Performance management
2- Inter-Functional competences
New product management; Customer support and Quality management
3- Functional competences
R&D; Production; Marketing; Finance; and HRM…
4- Specialized competences
Knowledge and specialized know-how of individual members

12. R. B. V. Definitions 1- General management 2- Financial management
Typology of Competences #8
BHrebiniak, L, and Snow, C., 1980
1- General management
2- Financial management
3- Marketing Selling
4- Marketing Research
5- R&D
6- Engineering
7- Production
8- Distribution
9- Legal affairs
10- Personnel
Typology by Function

13. R. B. V. Definitions Attributes and dimensions of Competences
1- Level of analysis (Corporate; Division; Business; or Individual)
2- Logics of typology: Performance-oriented; “Filtered”; Orientation
3- Level of detail/complexity
4- Principle of contingency (/industry; /size; /time; /?)
5- Inter-competences links
6- Degree of conscience or understanding
7- Degree of control
8- Potential or real effect of competence on the firm
9- Degree of mastering (competence)
5- Access (top-level managers; confidentiality)
6- Operationalization of VRIS criteria

14. R. B. V. Definitions Report
Detection of competences and Resources of an Organization:
1- Build a typology of their competences
2- Understand the link between Resources/Competencies and Performance
3- Identify the features of the firm’s competence management system
Methodology: interview of top-managers are required because you have to enter into the “black box” (complexity and contingence)
What is the degree of conscience of their own competences?
To what extent does the firm explicitly or implicitly manage its own competences?
Would the firm be willing to go further in that analysis?