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Identifying Valuable Resources


  • Bowman, Cliff
  • Ambrosini, Veronique


One of the reasons why the resource-based view is difficult to operationalize derives from a lack of clarity about what 'valuable' means. In this paper we explore the impediments to arriving at a monetary valuation of a resource, and we suggest how resources could be identified within a firm, given our clarification of 'valuable' and propose an approach to firm resource identification focusing on the impact of resources on unit margin. We also address the issue of competitive disadvantages that may counteract the positive benefits of resources.

Suggested Citation

  • Bowman, Cliff & Ambrosini, Veronique, 2007. "Identifying Valuable Resources," European Management Journal, Elsevier, vol. 25(4), pages 320-329, August.
  • Handle: RePEc:eee:eurman:v:25:y:2007:i:4:p:320-329

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    Cited by:

    1. Mele, Cristina & Della Corte, Valentina, 2013. "Resource-based view and Service-dominant logic: Similarities, differences and further research," jbm - Journal of Business Market Management, Free University Berlin, Marketing Department, vol. 6(4), pages 192-213.
    2. Ahlers, Oliver & Hack, Andreas & Kellermanns, Franz W., 2014. "“Stepping into the buyers’ shoes”: Looking at the value of family firms through the eyes of private equity investors," Journal of Family Business Strategy, Elsevier, vol. 5(4), pages 384-396.
    3. Lillis, Bob & Sweeney, Mike, 2013. "Managing the fit between the views of competitive strategy and the strategic role of service operations," European Management Journal, Elsevier, vol. 31(6), pages 564-590.


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