Jay B Barney
Biographic Data
| ID | 171001 |
|---|---|
| NAME | Jay B Barney |
| GIVEN NAMES | Jay B |
| FAMILY NAME | Barney |
| SIGNATURE | BARNEY J B |
| AFFILIATIONS | The Ohio State University |
| ORCID | 0000-0003-0875-6702 |
| VERIFIED | Yes |
| TOTAL WORKS | 19 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 17 |
| EDITOR COUNT | 2 |
| FIRST PUBLICATION YEAR | 1985 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 0 |
Theories of firms and the emergence of multinational enterprises: The organizational and managerial implications of solving transactional problems versus creating exchange value
Why resource‐based theory's model of profit appropriation must incorporate a stakeholder perspective
Research Summary: Using arguments derived from transactions cost economics and incomplete contract theory, this article shows that the assumption that shareholders are a firm's only residual claimants is logically inconsistent with resource‐based theory's model of profit generation. It follows from this conclusion that resource‐based theory's model of profit appropriation must incorporate a stakeholder perspective. Some theoretical and empirical …
Entrepreneurial Resources
This article defines the various entrepreneurial resources and explains how they are used to gain competitive advantage or exploit competitive imperfections. It also provides suggestions for future research in entrepreneurship.
Entrepreneurial Discovery and Alertness
Discovery opportunities are assumed to arise from competitive imperfections in markets due to changes in technology, consumer preferences, or some other attributes of the context within which a market or industry exists. In particular, these opportunities emerge independent of the actions of those seeking to generate economic profits from exploiting them and thus are “objective” and “real” in the sense those terms are used by scholars who adopt a…
What Are Microfoundations?
In the extant organizational, management, and strategy literatures there are now frequent calls for microfoundations. However, there is little consensus on what microfoundations are and what they are not. In this paper we first (briefly) review the history of the microfoundations discussion and then discuss what microfoundations are and are not. We highlight four misconceptions or “half-truths” about microfoundations: (1) that microfoundations ar…
The Future of Resource-Based Theory: Revitalization or Decline?
Since the 1991 publication of the first Journal of Management special issue devoted to resource-based inquiry, resource-based theory (RBT) has evolved from a nascent, upstart perspective to one of the most prominent and powerful theories for understanding organizations. Indeed, 20 years after that landmark issue, RBT appears to have reached maturity as a theory. One implication of this maturity is that RBT lies at a critical juncture, one that wi…
Resource Orchestration to Create Competitive Advantage: Breadth, Depth, and Life Cycle Effects
In this article, the authors discuss how an emerging research stream, which they term resource orchestration, has the potential to extend the understanding of resource-based theory (RBT) by explicitly addressing the role of managers’ actions to effectively structure, bundle, and leverage firm resources. First, the authors review this emerging stream by comparing two related frameworks, resource management and asset orchestration. This comparison …
Discovery and creation: Alternative theories of entrepreneurial action
Do entrepreneurial opportunities exist, independent of the perceptions of entrepreneurs, just waiting to be discovered? Or, are these opportunities created by the actions of entrepreneurs? Two internally consistent theories of how entrepreneurial opportunities are formed – discovery theory and creation theory – are described. While it will always be possible to describe the formation of a particular opportunity as an example of a discovery or cre…
Where Does Inequality Come From? The Personal And Intellectual Roots Of Resource-Based Theory
It has been said that all writing is autobiographical. If true, then one’s research because it is such an intense and focused form of writing must be a particularly intimate form of autobiography. In this sense, all scholarship is self-revelatory. It is as if there is embedded, within the body of one’s published work, a hidden Rorschach test that reveals more than even the author sometimes knows.
Firm resources and sustained competitive advantage
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive…
Unraveling the resource‐based tangle
Resource‐based theory (RBT) is a prime example of a theory that integrates a management perspective with an economics perspective. As such, its challenge is to keep its arguments logically consistent and clear, despite the risk of their becoming entangled, due to competing and possibly conflicting theoretical influences. We argue, in this paper, that to meet this challenge, it is essential to understand the limits to the domain of RBT. Unless RBT…
Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view
The resource-based view can be positioned relative to at least three theoretical traditions: SCP-based theories of industry determinants of firm performance, neo-classical microeconomics, and evolutionary economics. In the 1991 article, only the first of these ways of positioning the resourcebased view is explored. This article briefly discusses some of the implications of positioning the resource-based view relative to these other two literature…
The resource-based view of the firm: Ten years after 1991
At present, the resource-based view of the firm is perhaps the most influential framework for understanding strategic management. In this editor’s introduction, we briefly describe the contributions to knowledge provided by the commentaries and articles contained in this issue. In addition, we outline some additional areas of research wherein the resource-based view can be gainfully deployed.
Trustworthiness as a Source of Competitive Advantage
Three types of trust in economic exchanges are identified: weak form trust, semi-strong form trust, and strong form trust. It is shown that weak form trust can only be a source of competitive advantage when competitors invest in unnecessary and expensive governance mechanisms. Semi-strong form trust can be a source of competitive advantage when competitors have differential exchange governance skills and abilities, and when these skills and abili…
Firm Resources and Sustained Competitive Advantage
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive a…
Organizational Economics
Organizational Economics: Toward a New Paradigm for Understanding and Studying Organizations
Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?
Dimensions of informal social network structure: Toward a contingency theory of informal relations in organizations
No prominent works on this page.
Dimensions of informal social network structure: Toward a contingency theory of informal relations in organizations
Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?
Organizational Economics: Toward a New Paradigm for Understanding and Studying Organizations
Organizational Economics
Firm Resources and Sustained Competitive Advantage
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive a…
Trustworthiness as a Source of Competitive Advantage
Three types of trust in economic exchanges are identified: weak form trust, semi-strong form trust, and strong form trust. It is shown that weak form trust can only be a source of competitive advantage when competitors invest in unnecessary and expensive governance mechanisms. Semi-strong form trust can be a source of competitive advantage when competitors have differential exchange governance skills and abilities, and when these skills and abili…
Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view
The resource-based view can be positioned relative to at least three theoretical traditions: SCP-based theories of industry determinants of firm performance, neo-classical microeconomics, and evolutionary economics. In the 1991 article, only the first of these ways of positioning the resourcebased view is explored. This article briefly discusses some of the implications of positioning the resource-based view relative to these other two literature…
The resource-based view of the firm: Ten years after 1991
At present, the resource-based view of the firm is perhaps the most influential framework for understanding strategic management. In this editor’s introduction, we briefly describe the contributions to knowledge provided by the commentaries and articles contained in this issue. In addition, we outline some additional areas of research wherein the resource-based view can be gainfully deployed.
Unraveling the resource‐based tangle
Resource‐based theory (RBT) is a prime example of a theory that integrates a management perspective with an economics perspective. As such, its challenge is to keep its arguments logically consistent and clear, despite the risk of their becoming entangled, due to competing and possibly conflicting theoretical influences. We argue, in this paper, that to meet this challenge, it is essential to understand the limits to the domain of RBT. Unless RBT…
Firm resources and sustained competitive advantage
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive…
Where Does Inequality Come From? The Personal And Intellectual Roots Of Resource-Based Theory
It has been said that all writing is autobiographical. If true, then one’s research because it is such an intense and focused form of writing must be a particularly intimate form of autobiography. In this sense, all scholarship is self-revelatory. It is as if there is embedded, within the body of one’s published work, a hidden Rorschach test that reveals more than even the author sometimes knows.
Discovery and creation: Alternative theories of entrepreneurial action
Do entrepreneurial opportunities exist, independent of the perceptions of entrepreneurs, just waiting to be discovered? Or, are these opportunities created by the actions of entrepreneurs? Two internally consistent theories of how entrepreneurial opportunities are formed – discovery theory and creation theory – are described. While it will always be possible to describe the formation of a particular opportunity as an example of a discovery or cre…
The Future of Resource-Based Theory: Revitalization or Decline?
Since the 1991 publication of the first Journal of Management special issue devoted to resource-based inquiry, resource-based theory (RBT) has evolved from a nascent, upstart perspective to one of the most prominent and powerful theories for understanding organizations. Indeed, 20 years after that landmark issue, RBT appears to have reached maturity as a theory. One implication of this maturity is that RBT lies at a critical juncture, one that wi…
Resource Orchestration to Create Competitive Advantage: Breadth, Depth, and Life Cycle Effects
In this article, the authors discuss how an emerging research stream, which they term resource orchestration, has the potential to extend the understanding of resource-based theory (RBT) by explicitly addressing the role of managers’ actions to effectively structure, bundle, and leverage firm resources. First, the authors review this emerging stream by comparing two related frameworks, resource management and asset orchestration. This comparison …
What Are Microfoundations?
In the extant organizational, management, and strategy literatures there are now frequent calls for microfoundations. However, there is little consensus on what microfoundations are and what they are not. In this paper we first (briefly) review the history of the microfoundations discussion and then discuss what microfoundations are and are not. We highlight four misconceptions or “half-truths” about microfoundations: (1) that microfoundations ar…
Entrepreneurial Resources
This article defines the various entrepreneurial resources and explains how they are used to gain competitive advantage or exploit competitive imperfections. It also provides suggestions for future research in entrepreneurship.
Entrepreneurial Discovery and Alertness
Discovery opportunities are assumed to arise from competitive imperfections in markets due to changes in technology, consumer preferences, or some other attributes of the context within which a market or industry exists. In particular, these opportunities emerge independent of the actions of those seeking to generate economic profits from exploiting them and thus are “objective” and “real” in the sense those terms are used by scholars who adopt a…
Why resource‐based theory's model of profit appropriation must incorporate a stakeholder perspective
Research Summary: Using arguments derived from transactions cost economics and incomplete contract theory, this article shows that the assumption that shareholders are a firm's only residual claimants is logically inconsistent with resource‐based theory's model of profit generation. It follows from this conclusion that resource‐based theory's model of profit appropriation must incorporate a stakeholder perspective. Some theoretical and empirical …
Theories of firms and the emergence of multinational enterprises: The organizational and managerial implications of solving transactional problems versus creating exchange value
Computer Science (14 works) · Business (12 works) · Innovation and Knowledge Management (10 works) · Marketing (9 works) · Economics (8 works) · Knowledge management (8 works) · Industrial organization (7 works) · Competitive advantage (6 works) · Resource (disambiguation) (6 works) · Sociology (5 works)