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Integrating Resource-Based and Rational Contingency Views: Understanding Design of Dynamic Capabilities of Organisations

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  • Kaushik Roy

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    Abstract

    Resource-based view of organisation emphasises that no organisation can be self sufficient and it will always be dependent on the environment for the fulfillment of resource needs. Further, this interaction with the environment can take various forms including manipulation, which is manifested through mergers, acquisitions and other interorganisational relationships. The rational contingency view of organisations emphasises the goals that an organisation has, which are not clearly brought out in the resource dependence view. It is attempted here to integrate perspectives from the resource-based and rational contingency views of organisations to assess how the dominant coalition would view its role in an organisation with respect to building dynamic capabilities after analysing an array of goal-resource linkage possibilities. [W.P. No. 2009-02-02]

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    Bibliographic Info

    Paper provided by eSocialSciences in its series Working Papers with number id:2699.

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    Date of creation: Jul 2010
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    Handle: RePEc:ess:wpaper:id:2699

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    Keywords: Resource-based; organisation; manipulation; mergers; acquisitions; rational contingency; dynamic capabilities;

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    1. Pennings, J.M. & Hickson, D.J. & Hinings, C.R. & Lee, C.A. & Schneck, R.E., 1971. "A strategic contingencies' theory of power in organizations," Open Access publications from Tilburg University urn:nbn:nl:ui:12-383014, Tilburg University.
    2. Waggoner, Daniel B. & Neely, Andy D. & P. Kennerley, Mike, 1999. "The forces that shape organisational performance measurement systems: An interdisciplinary review," International Journal of Production Economics, Elsevier, vol. 60(1), pages 53-60, April.
    3. Jay B. Barney, 1986. "Strategic Factor Markets: Expectations, Luck, and Business Strategy," Management Science, INFORMS, vol. 32(10), pages 1231-1241, October.
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