Strategic assets and organizational rent

Strategic Management Journal

Volumn 14, Issue 1, 1993, Pages 33-46

  Amit, Raphael ^a   Schoemaker, Paul J H ^b  

^a UNIVERSITY OF BRITISH COLUMBIA   (Canada)

^b UNIVERSITY OF CHICAGO   (United States)

Author keywords

Bounded rationality; heuristics; organizational rents; resource view; strategic assets; strategic industry factors

Indexed keywords

EID: 84989092230     PISSN: 01432095     EISSN: 10970266     Source Type: Journal    
DOI: 10.1002/smj.4250140105     Document Type: Article

References (87)

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10. Performance differences among strategic group members
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12. Resources are not; they become: An institutional theory
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18. Sustainable advantage
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20. Strategic intent
21. Probabilistic functioning and the clinical method
22. Determinants of firm performance: The relative importance of economic and organizational factors
23. The tactics of strategic opportunism
24. The persistence of abnormal returns
25. Informal covariation assessment: Data‐based versus theory‐based judgments
26. Prospect theory
27. Confirmation, disconfirmation, and information in hypothesis testing
28. Vertical integration, appropriable rents, and the competitive contracting process
29. Misinformation and equilibrium in insurance markets
30. The illusion of control
31. Calibration of probabilities: The state of the art to 1980
32. The science of muddling through
33. Patterns in strategy formation
34. The mind of the strategist(s)
35. The core competence of the corporation
36. Planning under uncertainty (II): A methodology for robustness analysis
37. Towards a strategic theory of the firm
38. How much does industry matter?
39. Do markets differ much?
40. Strategy, complexity and economic rent
41. When and how to use scenario planning
42. Towards an economic theory of the multiproduct firm
43. Profiting from technological innovation
44. Judgment under uncertainty: Heuristics and biases
45. The framing of decisions and the psychology of choice
46. Key success factors: Test of a general framework in the mature industrial‐product sector
47. Scenarios: Uncharted waters ahead
48. Scenarios: Shooting the rapids
49. Reputation and corporate strategy
50. A resource based view of the firm
51. From critical resources to corporate strategy
52. Blind spots in industry and competitor analysis