The existing studies in this area either follow conventional perspectives, such as an institution-based view (Li et al., 2013; Peng et al., 2008; Peng, 2002) or resource-based view (Fock & Woo, 2003; Langenberg, 2007; Li et al., 2013; Tsang, 1998).
On this view such 'kinematical' effects are to be thought of as something more like perspective-based illusions.
An emerging evolutionary perspective suggests that nature and human nature are less "red in tooth and claw" than generally acknowledged by a competition-based view of the biological world.
However, none of them makes any reference in their approach concerning the value which is generated as a consequence of organizational ethics, when not only several studies have been found supporting such statement but also a theoretical justification is found based on the perspectives of the Resource-Based View of the Firm and Dynamic Capabilities.
This is the first study to integrate perspectives from contingency theory and the resource-based view of the firm to show how differences in resources and capabilities combined with the specific needs of the New Product and Process Development Projects, will influence the type of complementarity between product and process innovation.
The homography [12] in camera-based view geometry attains a particular interpretation H = KE, where E represents Euclidean transformation matrix defining camera pose when viewing through target, and K represents camera perspective matrix known as intrinsic measures.
We conclude that the VRK framework helps connect the biophysical knowledge-based view of adaptation with a perspective on the need for changes in social systems, enabling targeting of constraints to adaptation.
Service innovation involves intangible resources for a more radical service logic perspective that challenges the conventional attribute-based view of services delivery designs.
From the perspective of the resource-based view, when different human resource management practices are integrated into a synergic system and embedded in an organization, the system will be heterogeneous, socially complicated and inimitable.
This research examines the complementary effect of transaction cost perspective and resource-based view on multinational enterprises' (MNEs) ownership strategies.
Building on prior research grounded in the resource-based view and the relational perspective, we expand firms' boundary to include their inter-firm relationships and their immediate environment, and develop an extended resource-based framework centering on the concept of fit.
