A Dynamic View on Strategic Resource Systems — A Case Study from Manufacturing Strategy

  • Andreas von Größler


A company’s performance is substantially determined by the strategic resources it possesses and by the capabilities that can be derived from them. The application of these internal resources and capabilities to an external context of markets and competition is a critical factor contributing to the success of a company. Two issues central to this concept and which are further explored in this paper are: the strategic resources of a firm build a system, i.e., are dependent on each other, and this resource system changes, i.e., resources develop and decay over time. One of management’s roles is to plan and to control this dynamic process. Production and operations management (POM) is a primary arena for strategic resources management because of the important share POM has regarding any value creation activities of the firm.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Amit, R. and Schoemaker, P.J.H. (1993), “Strategic Assets and Organizational Rent”, Strategic Management Journal, Vol. 14, pp. 33–46.CrossRefGoogle Scholar
  2. Anderson, J.R. (1983), The Architecture of Cognition, Harvard Univ. Press, Cambridge, MA.Google Scholar
  3. Barney, J. (1991), “Firm Resources and Sustained Competitive Advantage”, Journal of Management, Vol. 17 No. 1, pp. 99–120.CrossRefGoogle Scholar
  4. Bates, K. and Flynn, J. (1995), “Innovation History and Competitive Advantage: a Resource-based View Analysis of Manufacturing Technology Innovations”,Academy of Management Journal, Best Paper Proceedings, pp. 235–239.Google Scholar
  5. Bourgeois, L. J. and Astley, W.G. (1979), “A Strategic Model of Organizational Conduct and Performance”, International Studies of Management and Organization, Vol. 9 No. 3, pp. 34–66.Google Scholar
  6. Buzzell, R.D. and Gale, B.T. (1987), The PIMS Principles. Linking Strategy to Performance, Free Press, New York, NY.Google Scholar
  7. de Geus, A.P. (1988), “Planning as Learning”,Harvard Business Review, Vol. 66 No. 2, pp. 70–74.Google Scholar
  8. De Toni, A. and Tonchia, S. (2001), “Performance Measurement Systems”, International Journal of Operations & Production Management, Vol. 21 No. 1/2, pp. 46–70.CrossRefGoogle Scholar
  9. Dierickx, J. and Cool, K. (1989), “Asset Stock Accumulation and Sustainability of Competitive Advantage”, Management Science, Vol. 35 No. 12, pp. 1504–1511.CrossRefGoogle Scholar
  10. Dörner, D. (1980), “On the Difficulties People Have in Dealing with Complexity”, Simulation & Games, Vol. 11 No. 1, pp. 87–106.CrossRefGoogle Scholar
  11. Eisenhardt, K.M. and Martin, J.A. (2000), “Dynamic Capabilities: What Are They?”, Strategic Management Journal, Vol. 21, pp. 1105–1121.CrossRefGoogle Scholar
  12. Frensch, P.A. and Funke, J. (eds.) (1995), Complex Problem Solving — The European Perspective, Erlbaum, Hillsdale, NJ.Google Scholar
  13. Forrester, J.W. (1961), Industrial Dynamics, M.I.T. Press, Cambridge, MAGoogle Scholar
  14. Forrester, J.W. (1994), Policies, Decisions, and Information Sources for Modeling, Modeling for Learning Organizations, eds. J.D.W. Morecroft and J.D. Sterman, Productivity Press, Portland, OR, pp. 51–84.Google Scholar
  15. Grant, R. M. (1995), Contemporary Strategy Analysis: concepts, techniques, applicationis, 2nd edition, Blackwell, Cambridge, MA.Google Scholar
  16. Größler, A. and Thun, J.H. (2002), Policies Influencing the Diffusion of Instant Messaging, Proceedings of the 20 th International Conference of the System Dynamics Society, Palermo.Google Scholar
  17. Henderson, B.D. (1979), Henderson on Corporate Strategy, Abt Books, Cambridge, MA.Google Scholar
  18. Hill, T. (2000), Manufacturing Strategy: Text and Cases, 2nd edition, Palgrave, Basingstoke, Hampshire.Google Scholar
  19. Kaufman, R.S. (1992), “Why Operations Improvement Programs Fail: Four Managerial Contradictions”, Sloan Management Review, Vol. 34 No. 1, pp. 83–93.Google Scholar
  20. Ketokivi, M. and Schroeder, R. (2004), “Manufacturing Practices, Strategic Fit and Performance: a Routine-based View”, International Journal of Operations and Production Management, Vol. 24 No. 2, pp. 171–191.CrossRefGoogle Scholar
  21. Mahoney, J. and Pandian, J.R. (1992), “The Resource-Based View within the Conversation of Strategic Management”, Strategic Management Journal, Vol. 13, pp. 363–380.CrossRefGoogle Scholar
  22. Makadok, R. (2001), “Toward a Synthesis of the Resource-based and Dynamic-capability Views of Rent Creation”, Strategic Management Journal, Vol. 22, pp. 387–401.CrossRefGoogle Scholar
  23. Markides, C.C. (1999), “A Dynamic View of Strategy”,Sloan Management Review, Vol. 40 No. 3, pp. 55–63.Google Scholar
  24. Milling, P. (1981), Systemtheoretische Grundlagen zur Planung der Unternehmenspolitik, Duncker & Humblot, Berlin.Google Scholar
  25. Milling, P. (1990), Time — A Key Factor in Corporate Strategy, Proceedings of the 1990 International System Dynamics Conference, eds. D.F. Andersen, G.P. Richardson and J.D. Sterman, Chestnut Hill, MA, pp. 769–782.Google Scholar
  26. Milling, P. (1995), “Organisationales Lernen und seine Unterstützung durch Managementsimulatoren”,Zeitschrift für Betriebswirtschaft, Ergänzungsheft 3/95, pp. 93–112.Google Scholar
  27. Milling, P., Schwellbach, U. and Thun, J.-H. (2000), Time as a Success Factor for Operations Management, Crossing Borders and Boundaries: The Changing Role of Operations, eds. R. Van Dierdonck and A. Vereecke, Ghent, pp. 431–438.Google Scholar
  28. Morecroft, J.D.W. (1997), The Rise and Fall of People Express: A Dynamic Resource- Based View, Systems Approach to Learning and Education into the 21 st Century, Proceedings of the 15 th International System Dynamics Conference, eds. Y. Barlas, V.G. Diker and S. Polat, Istanbul, pp. 579–586.Google Scholar
  29. Morecroft, J.D.W. (2002), Resource Management under Dynamic Complexity,Systems Perspectives on Resources, Capabilities, and Management Processes, eds. J.D.W. Morecroft, R. Sanchez and A. Heene, Elsevier Science, Amsterdam, pp. 19–39.Google Scholar
  30. Penrose, E.T. (1959), The Theory of the Growth of the Firm, Blackwell, Oxford.Google Scholar
  31. Peteraf, M.A. (1993), “The Cornerstones of Competitive Advantage: a Resource-Based View”, Strategic Management Journal, Vol. 14, pp. 179–191.CrossRefGoogle Scholar
  32. Pidd, M. (1993), Computer Simulation in Management Science, 3rd edition, Wiley, Chichester.Google Scholar
  33. Porter, M.E. (1980), Competitive Strategy, Free Press, New York/London.Google Scholar
  34. Schroeder, R.G., Bates, K.A. and Junttila, M.A. (2002), “A Resource-based View of Manufacturing Strategy and the Relationship to Manufacturing Performance”, Strategic Management Journal, Vol. 23 No. 2, pp. 105–117.CrossRefGoogle Scholar
  35. Selznick, P. (1957), Leadership in Administration: A Sociological Interpretation, Harper & Row, New York.Google Scholar
  36. Senge, P. M. (1990), The Fifth Discipline, Doubleday Currency, New York, NY.Google Scholar
  37. Simon, H.A. (1979), “Rational Decision Making in Business Organizations”, American Economic Review, Vol. 69 No. 4, pp. 493–513.Google Scholar
  38. Slack, N., Chambers, S. and Johnston, R. (2001), Operations Management, 3rd edition, Financial Times, Harlow.Google Scholar
  39. Stalk, G. and Hout, T.M. (1990), Competing Against Time — How Time-based Competition is Reshaping Global Markets, Free Press, New York, NY.Google Scholar
  40. Sterman, J.D. (2000), Business Dynamics, Irwin/McGraw-Hill, Boston, MA.Google Scholar
  41. SubbaNarasimha, P.N. (2001), “Strategy in Turbulent Environments: The Role of Dynamic Competence”, Managerial and Decision Economics, Vol. 22, pp. 201–212.CrossRefGoogle Scholar
  42. Swink, M. and Hegarty, W.H. (1998), “Core Manufacturing Capabilities and Their Links to Product Differentiation”, International Journal of Operations and Production Management, Vol. 18 No. 4, pp. 374–396.CrossRefGoogle Scholar
  43. Teece, D.J., Pisano, G. and Shuen, A. (1997), “Dynamic Capabilities and Strategic Management”, Strategic Management Journal, Vol. 18 No. 7, pp. 509–533.CrossRefGoogle Scholar
  44. Vennix, Jac A. M. (1994), Group Model Building — Facilitating Team Learning Using System Dynamics, John Wiley & Sons, Chichester.Google Scholar
  45. Wack, P. (1985), “Scenarios: Uncharted Waters Ahead”, Harvard Business Review, Vol. 63 No. 5, pp. 72–89.Google Scholar
  46. Warren, K. (1999), “The Dynamics of Strategy”,Business Strategy Review, Vol. 10 No. 3, pp. 1–16.CrossRefGoogle Scholar
  47. Warren, K. (2002), Competitive Strategy Dynamics, John Wiley & Sons, Chichester.Google Scholar
  48. Wernerfeit, B. (1984), “A Resource-Based View of the Firm”, Strategic Management Journal, Vol. 5, pp. 171–180.CrossRefGoogle Scholar

Copyright information

© Deutscher Universitäts-Verlag/GWV Fachverlage GmbH, Wiesbaden 2004

Authors and Affiliations

  • Andreas von Größler

There are no affiliations available

Personalised recommendations