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Operations management and the resource based view Another view.pdf

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Operations management and the resource based view Another view.pdf

Journal of Operations Management 41 (2016) 95e106 Contents lists available at ScienceDirect Journal of Operations Management journal homepage: /locate/jom Forum Operations management and the resource based view: Another view Philip Bromiley a, Devaki Rau b a The Paul Merage School of Business, University of California, Irvine, CA 92697-3125, USA b Northern Illinois University, De Kalb, IL 60015, USA article info Article history: Accepted 20 October 2015 Available online 23 December 2015 Accepted by Mikko Ketokivi Keywords: Resource based view Practice based view Performance Practices Resources abstract This paper evaluates the usefulness of the resource-based view (RBV) to the ?eld of operations management. Based on the seminal RBV articles, we argue that using the RBV does not align with the objectives and activities of operations management researchers in several ways. First, the dependent variable in the RBV is sustained competitive advantage. Using sustained competitive advantage as a dependent variable implies that scholars focus on explaining the differences between the relatively few ?rms with sustained competitive advantage and all the other ?rms, ignoring performance variations within the great mass of ?rms. In addition, competitive advantage exists at the level of the business or the ?rm and does not directly translate into the normal level of operations management research. Measuring sustained competitive advantage also presents dif?culties. Second, the explanatory variables in the RBV are resources that must be rare, valuable and hard or impossible to imitate. Measuring valuable resources or factors ?rms cannot imitate poses serious problems both in demonstrating value independent of the factors impact on performance (i.e., avoiding tautology) and in measuring unique or nearly unique entities. Third, under the RBV, prescription is problematic; you cannot prescribe things that ?rms can readily implement because such things can be imitated. We present the