Since the advent of the Resource-Based View (RBV) of the firm in strategic management literature, much has been debated, written and tested to validate this theoretical perspective. During its long journey, we have also witnessed the proliferation of different domains like dynamic capability (Teece et al., 1997), strategic leadership (Finkelstein and Hambrick, 1996) and knowledge-based view (Kogut and Zander, 1992) within the RBV framework. Breaking the influence of Porter’s (1980) structure-conduct-performance
(S-C-P) paradigm and establishing itself as a stand-alone model of competitive advantage is not an easy task to the RBV scholars, yet this stream of research has shown an immense potential with regard to the strategic implication of the firm’s resources. Though RBV is still in its infancy, it is imperative for the strategy scholars to assess its past so as to embark its future path. Keeping this need in mind, this paper traces the origin of RBV, elicits its underlying economic rationale and presents the critic’s views. Finally, we also find the answers as to what extent the empirical tests support the theory and how far it helps managers in crafting strategies.
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