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A capability-based view of competitive heterogeneity

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  • David G. Hoopes
  • Tammy L. Madsen

Abstract

The question of how firms differ is paramount to strategy scholars. This question has motivated empirical research on the factors influencing performance differences among close competitors. It also has motivated work on factors that increase or decrease the mean performance of firms in an industry. Theories about resources and capabilities tend to dominate discussions of heterogeneity in performance and superior performance. Yet, the strategy field lacks a cumulative body of empirical work showing how firms differ. This article derives conclusions and questions from empirical work on capabilities. We then discuss work that complements but lies beyond the boundaries of traditional capabilities research. We conclude by suggesting approaches to and areas of future work. Copyright 2008 , Oxford University Press.

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File URL: http://hdl.handle.net/10.1093/icc/dtn008
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Bibliographic Info

Article provided by Oxford University Press in its journal Industrial and Corporate Change.

Volume (Year): 17 (2008)
Issue (Month): 3 (June)
Pages: 393-426

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Handle: RePEc:oup:indcch:v:17:y:2008:i:3:p:393-426

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Cited by:
  1. Kraaijenbrink, Jeroen & Spender, JC & Groen, Aard, 2009. "The resource-based view: A review and assessment of its critiques," MPRA Paper 21442, University Library of Munich, Germany.
  2. Nickerson, Jack A. & Yen, C. James & Mahoney, Joseph T., 2011. "Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations," Working Papers 11-0107, University of Illinois at Urbana-Champaign, College of Business.

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