The Resource-based view (RBV) of the firm sees a firm as a bundle of resources, and proposes that organisational performance differences arise from firms possessing heterogeneous sets of resources. However, there have been a limited number of research studies that explore how firms come to possess a particular resource set. The Dynamic RBV postulates that firm resource heterogeneity arises from subjective managerial processes. More specifically, firms come to possess a heterogeneous resource system via two managerial processes: resource conceptualisation and resource management. This thesis follows the notion of the Dynamic RBV and examines a resource-developing managerial process using three empirical studies. The first study observes two group-based resource conceptualisation processes and identifies two different orientations towards the resource system being conceptualised; namely systemic vs. discrete orientation. Having a systemic orientation is found to enhance the structure of the group resource conceptualisation process and improve effectiveness of cognitive conflict. The second study is conducted to further explore the notion of the effectiveness of cognitive conflict, by incorporating the concept of mental model convergence as part of a group strategy decision process. The study, through observation of the strategy development processes of six groups, finds evidence of two processes of mental model convergence: first, a group-driven convergence process where members harmoniously converge their mental models through deeply embedded trust between the members; and second, an individual-driven convergence process where the convergence is achieved via active discussion and cognitive conflict between the group members. The last empirical study tests another notion developed from the finding of the first empirical study: the role of systemic understanding in managing a resource system. The study confirms that managers who develop a systemic understanding of the resource system engage in an effective resource management process by adopting proactive resource management behaviour, making less biased decisions, and achieving effective learning from their performance. Through the three research studies, the doctoral research postulates that managerial processes affect the development of a firm’s resource system.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:582446 |
| Date | January 2013 |
| Creators | Huh, Kenneth K. |
| Publisher | University of Warwick |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://wrap.warwick.ac.uk/57722/ |
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