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A case for resource‐based view and competitive advantage in banking

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  • John Donnellan
  • Wanda L. Rutledge

Abstract

This paper discusses the importance of the strategic planning process and presents a case study on JPMorgan Chase and how the resource‐based view (RBV) was used to align their resources with the overall strategy of the organization in achieving their goal of becoming the top nationally ranked commercial bank in the Unites States. This required JPMorgan Chase to implement strategic changes to their internal and external environment utilizing their resources and competencies. The objective of this paper is to provide a theoretical and practical insight of RBV on the “what happened” aspect of JPMorgan Chase and then discuss their ability to achieve and maintain competitive advantage.

Suggested Citation

  • John Donnellan & Wanda L. Rutledge, 2019. "A case for resource‐based view and competitive advantage in banking," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 40(6), pages 728-737, September.
    • Handle: RePEc:wly:mgtdec:v:40:y:2019:i:6:p:728-737
    DOI: 10.1002/mde.3041
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    Cited by:

    1. Chin-Yi Fred Fang, 2020. "Perspective of Local Government on the Performance Assessment of District Sports and Leisure Centers," Sustainability, MDPI, vol. 12(21), pages 1-21, October.
    2. Derya Çelik & Ülkü Uzunçarşılı, 2023. "Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service ," SAGE Open, , vol. 13(4), pages 21582440231, November.
    3. Issam Laguir & Rebecca Stekelorum & Lamia Laguir & Raffaele Staglianò, 2021. "Managing corporate social responsibility in the bank sector: A fuzzy and disaggregated approach," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(4), pages 1324-1334, July.

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