Rethinking research methods for the resource-based perspective: isolating sources of sustainable competitive advantage

TLDR

Sustainable competitive advantage is argued to reside within organizational effects, yet research must examine both organizations and their internal dynamics to uncover these sources. The study proposes a four‑step framework to isolate organizational culture as a source of sustainable advantage within a resource‑based paradigm. The framework comprises four steps designed to isolate organizational effects contributing to sustainable advantage. Traditional strategy research methods are insufficient to unambiguously uncover sources of sustainable advantage. © 1999 John Wiley & Sons, Ltd.

Abstract

An exploration of traditional perspectives and contemporary propositions regarding sustainable competitive advantage points to the conclusion that the locus of advantage is located specifically within organizational effects. The key issue emerges that research investigating sources of sustainable competitive advantage must be done not only on organizations but also in organizations. The fallout from this conclusion is, however, that the research methodologies traditionally used in strategy research will not unambiguously uncover these sources of sustainable advantage. Using organizational culture as an example of a possible source of sustainable advantage within a resource-based paradigm, a four-step research framework is suggested for isolating these organizational effects. Copyright © 1999 John Wiley & Sons, Ltd.