Edith Penrose's Contributions to the Resource-based View: An Alternative Perspective

Edith Penrose’s (1959) Contributions to the Resource-based View of Strategic Management

 We argue that Rugman and Verbeke (2002) underestimate the importance of Penrose’s (1959) contributions to the modern resource-based view of the firm. In particular, we take issue with Rugman and Verbeke’s (2002) arguments concerning Penrose’s (1959) contributions to our knowledge of: (1) the creation of competitive advantage, (2) sustaining competitive advantage, (3) isolating mechanis...

An Untapped Resource: Patient and Public Involvement in Implementation; Comment on “Knowledge Mobilization in Healthcare Organizations: A View From the Resource-Based View of the Firm”

This commentary considers the potential role of patient and public involvement in implementation. Developing an analytical thread from the resource-based view of the Firm, we argue that this involvement may create unique resources that have the capacity to enhance the impact of implementation activity for healthcare organisations.

Knowledge Mobilization in Healthcare Organizations: A View from the Resource-Based View of the Firm

This short literature review argues that the Resource-Based View (RBV) school of strategic management has recently become of increased interest to scholars of healthcare organizations. RBV links well to the broader interest in more effective Knowledge Mobilization (KM) in healthcare. The paper outlines and discusses key concepts, texts and authors from the RBV tradition and gives recent example...

Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries

an untapped resource: patient and public involvement in implementation; comment on “knowledge mobilization in healthcare organizations: a view from the resource-based view of the firm”

this commentary considers the potential role of patient and public involvement in implementation. developing an analytical thread from the resource-based view of the firm, we argue that this involvement may create unique resources that have the capacity to enhance the impact of implementation activity for healthcare organisations.