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Differences in RBV strategic factors and the need to consider opposing factors in turnaround outcomes

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  • Richard J. Arend

    (College of Business, University of Nevada, Las Vegas, NV, USA)

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    Abstract

    The resource-based view-related empirical literature has focused on one-industry-one-focal-resource studies to provide support for its core tenets. We complement that literature with a first empirical analysis of multiple strategic factors, including opposing factors, and covering multiple industries, based on a recent survey of turnaround professionals. We focus on two issues. First, we explore what factor characteristics correlate to differences in the level of impact on firm performance that different types of factors have. Second, we explore the balance between opposing strategic factors (i.e., beneficial versus detrimental factors) relating to which turnaround outcome occurs. Copyright © 2008 John Wiley & Sons, Ltd.

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    File URL: http://hdl.handle.net/10.1002/mde.1410
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    Bibliographic Info

    Article provided by John Wiley & Sons, Ltd. in its journal Managerial and Decision Economics.

    Volume (Year): 29 (2008)
    Issue (Month): 4 ()
    Pages: 337-355

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    Handle: RePEc:wly:mgtdec:v:29:y:2008:i:4:p:337-355

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    Web page: http://www3.interscience.wiley.com/cgi-bin/jhome/7976

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    1. Almus, Matthias & Nerlinger, Eric A, 1999. " Growth of New Technology-Based Firms: Which Factors Matter?," Small Business Economics, Springer, vol. 13(2), pages 141-54, September.
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    9. Vincent L. Barker III, 2001. "Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 235-270, 03.
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