Competitive Advantages of the Latecomer Firm: A Resource-Based Account of Industrial Catch-Up Strategies
Competitive Advantages of the Latecomer Firm: A Resource-Based Account of Industrial Catch-Up Strategies
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DOI：
10.1023/a:1020586223665
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发表时间：
2002-12
影响因子：
5.4
通讯作者：
J. Mathews
中科院分区：
文献类型：
--
作者：
J. Mathews
企业的基于资源的观点提供了一个令人满意的解释，说明了企业如何保持现有的竞争优势，但它不太成功地解释了当企业开始时资源很少时，企业是如何创造这种优势的，或者是如何克服现有优势的。本文以亚太地区后来者企业进入半导体等知识密集型产业为例，阐述了所涉及的问题和所采用的资源定位策略。这导致了一种战略理论，即通过联系、资源杠杆和学习来克服竞争劣势。这些公司的动态能力通过重复应用联系和杠杆来增强。战略目标资源的特点是最容易受到这种联系和杠杆的影响，即那些最不稀有、最可模仿和可转让的资源，即作为公司传统的以资源为基础的观点所采用的标准的积极版本。有人认为，对成果管理制的这种调整有可能具有广泛的适用性，而且是必要的修正，使其在战略管理的概念框架内对后来者的成功进行核算具有重要意义。
The resource-based view of the firm provides a satisfactory account of how firms go about sustaining their existing competitive advantages, but it is less successful in accounting for how firms create such advantages in the first place, or overcome incumbent advantages, when the firms start with few resources. The paper utilizes the case of latecomer firms from the Asia-Pacific region breaking into knowledge-intensive industries such as semiconductors, to illustrate the issues involved and the resource-targeting strategies utilized. This results in a strategic theory of the overcoming of competitive disadvantages through linkage, resource leverage, and learning. The dynamic capabilities of such firms are enhanced through repeated applications of linkage and leverage. The resources strategically targeted are characterized as being those most amenable to such linkage and leverage, namely those that are least rare and most imitable and transferable, i.e. as positive versions of the criteria utilized in the conventional resource-based view of the firm. It is argued that this adaptation of the RBV is potentially of wide applicability, and is the needed amendment that makes it of prime significance in accounting for latecomer success within the conceptual framework of strategic management.