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Assessing Core Intangible Resources

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  • Carmeli, Abraham

Abstract

This study aims at introducing a framework by which scholars and practitioners may investigate a firm's profile of resources. The framework, labeled as 'Strategic Analysis Technique' (SAT), is an endeavor to better understand the firms' core resources (i.e., most valuable, rare, inimitable and non-substitutable) that generate sustainable competitive advantage and lead to superior performance. The resource profile of growing public firms in Israel was examined and compared with slow-growing firms. The results of this examination illustrated the framework. The study also sheds light on one of the most difficult challenges that resource-based strategists face -- understanding the drivers of sustainable competitive advantage.

Suggested Citation

  • Carmeli, Abraham, 2004. "Assessing Core Intangible Resources," European Management Journal, Elsevier, vol. 22(1), pages 110-122, February.
    • Handle: RePEc:eee:eurman:v:22:y:2004:i:1:p:110-122
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    Citations

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    Cited by:

    1. Vanderstraeten, Johanna & van Witteloostuijn, Arjen & Matthyssens, Paul, 2020. "Organizational sponsorship and service co-development: A contingency view on service co-development directiveness of business incubators," Technovation, Elsevier, vol. 98(C).
    2. Doyeon Won & Packianathan Chelladurai, 2016. "Competitive Advantage in Intercollegiate Athletics: Role of Intangible Resources," PLOS ONE, Public Library of Science, vol. 11(1), pages 1-14, January.
    3. Comi, Alice & Eppler, Martin J., 2014. "Diagnosing capabilities in family firms: An overview of visual research methods and suggestions for future applications," Journal of Family Business Strategy, Elsevier, vol. 5(1), pages 41-51.
    4. Mariia A. Molodchik & Carlos Jardon & Angel Barajas, 2015. "The Firm Size Effect On Performance Due To Intangible Resources," HSE Working papers WP BRP 35/MAN/2015, National Research University Higher School of Economics.
    5. Voola, Ranjit & Casimir, Gian & Carlson, Jamie & Anushree Agnihotri, M., 2012. "The effects of market orientation, technological opportunism, and e-business adoption on performance: A moderated mediation analysis," Australasian marketing journal, Elsevier, vol. 20(2), pages 136-146.
    6. Krzakiewicz Kazimierz & Cyfert Szymon, 2017. "Dynamic capabilities in strategic choice processes within organisations," Management, Sciendo, vol. 21(1), pages 7-19, May.
    7. García-Villaverde, Pedro M. & Ruiz-Ortega, María J. & Ignacio Canales, J., 2013. "Entrepreneurial orientation and the threat of imitation: The influence of upstream and downstream capabilities," European Management Journal, Elsevier, vol. 31(3), pages 263-277.
    8. Greco, Marco & Cricelli, Livio & Grimaldi, Michele, 2013. "A strategic management framework of tangible and intangible assets," European Management Journal, Elsevier, vol. 31(1), pages 55-66.
    9. Marie CARPENTER & Nabyla DAIDJ & Christina MORENO, 2014. "Game Console Manufacturers: the End of Sustainable Competitive Advantage?," Communications & Strategies, IDATE, Com&Strat dept., vol. 1(94), pages 39-60, 2nd quart.
    10. Camelia Oprean-Stan & Sebastian Stan & Vasile Brătian, 2020. "Corporate Sustainability and Intangible Resources Binomial: New Proposal on Intangible Resources Recognition and Evaluation," Sustainability, MDPI, vol. 12(10), pages 1-23, May.
    11. Rossi, Cesare & Cricelli, Livio & Grimaldi, Michele & Greco, Marco, 2016. "The strategic assessment of intellectual capital assets: An application within Terradue Srl," Journal of Business Research, Elsevier, vol. 69(5), pages 1598-1603.
    12. Danijela Madžar & Ines Milohnic & Ivan Madžar, 2021. "Differences in the Implications of Organizational Creativity Regarding the Size of Enterprises in the Tourism Sector: The Case of Bosnia and Herzegovina," Academica Turistica - Tourism and Innovation Journal, University of Primorska Press, vol. 14(2), pages 217-226.

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