The Role of Resources and Capabilities in Value Appropriation

Research output: Contribution to conferencePaper, not in proceeding

Standard

The Role of Resources and Capabilities in Value Appropriation. / Hallberg, Niklas Lars.

2007. Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States.

Research output: Contribution to conferencePaper, not in proceeding

Harvard

Hallberg, NL 2007, 'The Role of Resources and Capabilities in Value Appropriation', Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States, 2007/10/14 - 2010/10/17.

APA

Hallberg, N. L. (2007). The Role of Resources and Capabilities in Value Appropriation. Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States.

CBE

Hallberg NL. 2007. The Role of Resources and Capabilities in Value Appropriation. Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States.

MLA

Hallberg, Niklas Lars The Role of Resources and Capabilities in Value Appropriation. Strategic Management Society Annual Conference, 2007, 14 Oct 2007, San Diego, California, United States, Paper, not in proceeding, 2007.

Vancouver

Hallberg NL. The Role of Resources and Capabilities in Value Appropriation. 2007. Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States.

Author

Hallberg, Niklas Lars. / The Role of Resources and Capabilities in Value Appropriation. Paper presented at Strategic Management Society Annual Conference, 2007, San Diego, California, United States.

RIS

TY - CONF

T1 - The Role of Resources and Capabilities in Value Appropriation

AU - Hallberg, Niklas Lars

PY - 2007

Y1 - 2007

N2 - The matter of who appropriates the economic value created by a firm’s resources and capabilities has remained largely unresolved in strategic management. The aim of the paper is to highlight some of the shortcomings of established strategic management theory in explaining value appropriation, outline key examples of value appropriation mechanisms, and empirically illustrate the link between these mechanisms and specific firm-level resources and capabilities. Results show that particular resources and capabilities affect value appropriation through increased control, information, and switching costs. The results imply that commitment to resources and capabilities facilitating value appropriation through elevated control, information and switching costs can constitute an alternative avenue for firms to reach competitive advantage.

AB - The matter of who appropriates the economic value created by a firm’s resources and capabilities has remained largely unresolved in strategic management. The aim of the paper is to highlight some of the shortcomings of established strategic management theory in explaining value appropriation, outline key examples of value appropriation mechanisms, and empirically illustrate the link between these mechanisms and specific firm-level resources and capabilities. Results show that particular resources and capabilities affect value appropriation through increased control, information, and switching costs. The results imply that commitment to resources and capabilities facilitating value appropriation through elevated control, information and switching costs can constitute an alternative avenue for firms to reach competitive advantage.

M3 - Paper, not in proceeding

T2 - Strategic Management Society Annual Conference, 2007

Y2 - 14 October 2007 through 17 October 2010

ER -