This paper begins to reconcile competing perspectives on the origins of competitive advantage by examining the adoption of 'science-driven' drug discovery, a performance-enhancing organizational practice. Science-driven drug discovery diffused slowly, allowing us to disentangle alternative theories of organizational heterogeneity. Adoption is driven by initial conditions, time-varying internal and external environmental conditions, and convergence (firms positioned least favorably adopt most aggressively). While accounting for initial conditions is critical, managers are sensitive to idiosyncratic environmental cues. The origins of competitive advantage may therefore lie in the ability to identify and respond to environmental cues well in advance of observing performance-oriented pay-offs. Copyright © 2000 John Wiley & Sons, Ltd.
Unstable market conditions caused by innovation and increasing intensity and diversity of competition have resulted in organizational capabilities rather than served markets bec...
Abstract This paper elucidates the underlying economics of the resource‐based view of competitive advantage and integrates existing perspectives into a parsimonious model of res...
We examine how the learning, along several dimensions (environment, task, process, skills, goals), that takes place in strategic alliances between firms mediates between the ini...
This empirical study suggests that Japanese competitive advantage in complex-product industries is at least partly due to differences in value chain governance and interfirm ass...
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