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Andersén, Jim
Publications (10 of 10) Show all publications
Andersén, J. (2012). A resource-based taxonomy of manufacturing MSMEs. International Journal of Entrepreneurial Behaviour & Research, 18(1), 98-122
Open this publication in new window or tab >>A resource-based taxonomy of manufacturing MSMEs
2012 (English)In: International Journal of Entrepreneurial Behaviour & Research, ISSN 1355-2554, E-ISSN 1758-6534, Vol. 18, no 1, p. 98-122Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to develop a contemporary resource-based taxonomy of manufacturing micro, small, and medium-sized enterprises (MSMEs) and to relate the findings to other small to medium-sized enterprise (SME) taxonomies and to resource-based theory.

Design/methodology/approach – Cluster analysis of 186 Swedish manufacturing MSMEs. The cluster analysis is based on resources and capabilities. The cluster variables were identified through case studies and a literature review of contemporary studies in resource-based theory.

Findings – The cluster analysis resulted in identification of six different clusters: Ikeas, conservatives, technocrats, marketeers, craftsmen, and nomads. The results are related to other SME taxonomies and the usefulness of going beyond the one-dimensional scale of entrepreneurs and non-entrepreneurs is discussed.

Originality/value – Classifications of firms, for example the Miles and Snow typology, have been used successfully in numerous studies. Also, the resource-based view of the firm has had a great impact on business research and there has been increasing interest in MSMEs. However, there are very few contemporary resource-based taxonomies of MSMEs.

Keywords
Resource-based theory, Small to medium sized enterprises, Cluster analysis, Taxonomy, MSMEs
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-12389 (URN)10.1108/13552551211201394 (DOI)000211603400005 ()
Available from: 2010-11-01 Created: 2010-11-01 Last updated: 2018-02-16Bibliographically approved
Andersén, J. & Kask, J. (2012). Asymmetrically realized absorptive capacity and relationship durability. Management Decision, 50(1), 43-57
Open this publication in new window or tab >>Asymmetrically realized absorptive capacity and relationship durability
2012 (English)In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 50, no 1, p. 43-57Article in journal (Refereed) Published
Abstract [en]

Purpose: Absorbing knowledge from partner firms is a key feature of marketing relationships. Recent publications have called for more dynamic and cognitive approaches in marketing relationship research. Also, established definitions of absorptive capacities have been questioned. This article aims to address propositions that take these overlooked and questioned elements into consideration, which can help explain conducts and dependencies, and affect relationship durability.

Design/methodology/approach: The authors put forward four propositions by combining literature on interfirm relationships and managerial cognition with evolutionary ideas from marketing and management literature.

Findings: The authors embrace a redefinition of potential absorptive capacity (the disposed capacity to absorb knowledge) and realized absorptive capacity (the absorption of knowledge actually performed). This distinction can, to some extent, be explained by the degree of cognitive attention given to the marketing relationship. Moreover, asymmetrically realized absorptive capacityvis-à-vis a partner substantially influences the dynamics of partners' conduct and dependency, which may vary the risk that the relationship will end.

Practical implications: The propositions illustrate how a motivated partner that gives more attention to the relationship is more likely to absorb more knowledge than its counterpart, which can threaten the durability of a relationship. Thus, managers need to be able to understand possible long-term consequences of the partner's conduct in order to avoid losses of joint strategic resources and relational benefits.

Originality/value: By advocating an evolutionary approach, an impetus for more dynamism in marketing relationship research is presented. This study also shows the importance of including the longitudinal dimension in analysis if one wants to understand change in – and durability of – marketing relationships.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012
Keywords
Customer relationship management; Knowledge management; Partners
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-15889 (URN)10.1108/00251741211194868 (DOI)000303029000004 ()2-s2.0-84856194874 (Scopus ID)
Available from: 2011-06-13 Created: 2011-06-13 Last updated: 2017-12-11Bibliographically approved
Andersén, J. (2011). Strategic resources and firm performance. Management Decision, 49(1), 87-98
Open this publication in new window or tab >>Strategic resources and firm performance
2011 (English)In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 49, no 1, p. 87-98Article in journal (Refereed) Published
Abstract [en]

Purpose – Numerous studies have set out to examine the relationship between strategic resources and firm performance. The traditional VRIO attributes have been the point of departure in most resource-based studies. This paper sets out to argue that the relationship between resources and performance is more complex. Thus, the purpose of this paper is to illustrate the complex relationship between a strategic resource and firm performance by providing an overview of different factors that can influence this relationship.

Design/methodology/approach – Relevant literature is reviewed and discussed.

Findings – It was found that five criteria must be fulfilled for resources to generate superior performance. These are identified and discussed. These criteria fit with existing resources, management capability, marketing capability, firm appropriation of rent, and non-competitive disadvantages.

Research limitations/implications – By using the criteria identified, resource-based theory can become less tautological. Also, the criteria highlight the importance of resource utilization and appropriation of resource-based rents.

Practical implications – The paper could contribute to an increased awareness among practitioners of the importance of focusing on factors which are additional to the VRIO-attributes when analyzing potential strategic resources. The criteria provide an easy-to-access framework for strategic analysis.

Originality/value – Whereas some specific aspects of the relationship between the possession of resources and firm performance have been reviewed in some RBT contributions, few studies have addressed the issue using a more holistic approach. Thus, this paper affords a broader approach on the relationship between strategic resources and firm performance.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2011
Keywords
Resource-based theory, Resource management, Competitive advantage, Business performance
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-11581 (URN)10.1108/00251741111094455 (DOI)000289580100006 ()2-s2.0-78751625388 (Scopus ID)
Available from: 2010-08-13 Created: 2010-08-13 Last updated: 2017-12-12Bibliographically approved
Andersén, J. (2011). The overlooked elements of renewal of strategic resources: hard work and stubbornness. In: Esbjörn Segelod, Karin Berglund, Erik Bjurström, Erik Dahlquist, Lars Hallén, Ulf Johansson (Ed.), Studies in industrial renewal: coping with changing contexts (pp. 47-56). Västerås: Mälardalen University
Open this publication in new window or tab >>The overlooked elements of renewal of strategic resources: hard work and stubbornness
2011 (English)In: Studies in industrial renewal: coping with changing contexts / [ed] Esbjörn Segelod, Karin Berglund, Erik Bjurström, Erik Dahlquist, Lars Hallén, Ulf Johansson, Västerås: Mälardalen University , 2011, p. 47-56Chapter in book (Other academic)
Place, publisher, year, edition, pages
Västerås: Mälardalen University, 2011
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-20551 (URN)978-91-7485-038-3 (ISBN)
Available from: 2011-12-12 Created: 2011-12-12 Last updated: 2017-10-17Bibliographically approved
Andersén, J. (2010). A critical examination of the EO-performance relationship. International Journal of Entrepreneurial Behaviour & Research, 16(4), 309-328
Open this publication in new window or tab >>A critical examination of the EO-performance relationship
2010 (English)In: International Journal of Entrepreneurial Behaviour & Research, ISSN 1355-2554, E-ISSN 1758-6534, Vol. 16, no 4, p. 309-328Article in journal (Refereed) Published
Abstract [en]

PurposeThe purpose of this study is to critically analyze the assertion that there is a statistical significant relationship between EO and performance.DesignIn several publications it has been stated that there is a positive relationship between entrepreneurial orientation (EO) and the performance of a firm. These studies have generally used the same core references, and these seminal contributions are examined critically in this article. The EO-performance relationship is also analyzed in an empirical study, consisting of 172 Swedish SMEs in the manufacturing sector.FindingsThe result of the literature review is that the notion of a positive EO-performance relationship can be questioned. Earlier studies have neglected some important issues, mainly regarding the use of perceptual performance data, common method biases and survival biases. Some of the conclusions presented are supported by the empirical study.Originality/valueThe main point of this paper is to show that the relationship between EO and performance is more complicated than previous studies have implied. More care should be taken when generalizing the results of core references and scholars ought to have a more cautious approach when stating that there is a general correlation between EO and performance.

Place, publisher, year, edition, pages
Bingley, United Kingdom: Emerald Group Publishing Limited, 2010
Keywords
Entrepreneurial orientation, Multivariate analysis, Research methods, Small to medium sized Enterprises
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-9998 (URN)10.1108/13552551011054507 (DOI)000211571600003 ()2-s2.0-77953573208 (Scopus ID)
Available from: 2010-03-14 Created: 2010-03-14 Last updated: 2018-02-13Bibliographically approved
Andersén, J. (2010). Aggregated social representations, sensemaking and entrepreneurial strategies. Paper presented at 10th International Conference on Social Representations, 5 July - 8 July 2010, Tunis, Tunisia.
Open this publication in new window or tab >>Aggregated social representations, sensemaking and entrepreneurial strategies
2010 (English)Conference paper, Oral presentation only (Refereed)
Keywords
Social representations, Sensemaking, Entrepreneurial strategies, Entrepreneurship
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-11302 (URN)
Conference
10th International Conference on Social Representations, 5 July - 8 July 2010, Tunis, Tunisia
Available from: 2010-06-30 Created: 2010-06-30 Last updated: 2017-10-18Bibliographically approved
Andersén, J. (2010). Resource-based competitiveness: managerial implications of the resource-based view. Strategic Direction, 26(5), 3-5
Open this publication in new window or tab >>Resource-based competitiveness: managerial implications of the resource-based view
2010 (English)In: Strategic Direction, ISSN 0258-0543, Vol. 26, no 5, p. 3-5Article in journal (Refereed) Published
Abstract [en]

Purpose:                           

The purpose of this article is to identify and discuss the practical implications of the resource based-view of the firm.

Methodology:                   

Review of relevant literature.

Findings:                           

A number of recommendations are put forward and the practical implications constitute the main findings of this study.

Practical implications:     

The implications can be summarized by these recommendations: Diversify based on capabilities and not on the markets you are currently serving, focus on creating value together with your customers based on your resources instead of offering a set of products, integrate HRM practices with strategic management processes. The complexity of imitating resources is also discussed.

Originality:                      

Few publications have set out to develop implications of the resource-based view from a CEO’s point of view. This paper provides an easy-to-access review and summary of some of the main implications of the resource-based view.

Place, publisher, year, edition, pages
Bradford: MCB Business Strategy, 2010
Keywords
Resource-based view, Resource-based theory, Diversification, SHRM, Capabilities, Competitiveness
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-9999 (URN)10.1108/02580541011035375 (DOI)
Available from: 2010-03-14 Created: 2010-03-14 Last updated: 2017-10-18Bibliographically approved
Andersén, J. (2010). The Competitiveness of Chinese SMEs. In: Lian Guo, Fai Zong (Ed.), Business, Finance and Economics of China: (pp. 129-141). New York: Nova Science Publishers, Inc.
Open this publication in new window or tab >>The Competitiveness of Chinese SMEs
2010 (English)In: Business, Finance and Economics of China / [ed] Lian Guo, Fai Zong, New York: Nova Science Publishers, Inc., 2010, p. 129-141Chapter in book (Other academic)
Place, publisher, year, edition, pages
New York: Nova Science Publishers, Inc., 2010
Series
China in the 21st Century
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-10943 (URN)978-1-60741-299-1 (ISBN)
Available from: 2010-06-06 Created: 2010-06-06 Last updated: 2017-10-18Bibliographically approved
Andersén, J. (2007). A holistic approach to acquisition of strategic resources. Journal of European Industrial Training, 31(8), 660-677
Open this publication in new window or tab >>A holistic approach to acquisition of strategic resources
2007 (English)In: Journal of European Industrial Training, ISSN 0309-0590, E-ISSN 1758-7425, Vol. 31, no 8, p. 660-677Article in journal (Refereed) Published
Abstract [en]

Purpose: The aim of this article is to provide a holistic framework for the acquisition of strategic resources. Design/methodology/approach: The literature dealing with resource creation is reviewed and analyzed from a resource-based point of view. The major methods of acquiring resources are identified through the literature review and the applicability of the framework proposed is illustrated with an empirical example. Findings: Three ways of acquiring strategic resources are identified-- direct investments, organizational processes, and product market positioning. All three ways of acquisition can be intentional or unintentional. Arguments for using this six-dimension scale are provided through deductive reasoning, literature review, and the empirical example. Research implications/limitations: The study identifies the six dimensions of strategic resource acquisition. However, integration of these dimensions is not a subject addressed in this study. Cluster analysis of companies according to these dimensions could enhance our understanding of the characteristics of companies regarding resource acquisition. Originality/value: Whereas previous studies have generally used a single-theory approach, this study highlights the importance of having a holistic outlook when analyzing resource-based competitive advantages.

Keywords
Strategic resources, resource management, competitive advantage, human resource management
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-5921 (URN)10.1108/03090590710833697 (DOI)
Available from: 2009-03-04 Created: 2009-03-04 Last updated: 2017-12-13Bibliographically approved
Andersén, J. (2007). How and what to imitate?: A sequential model for the imitation of competitive advantages. Strategic Change, 16(6), 271-279
Open this publication in new window or tab >>How and what to imitate?: A sequential model for the imitation of competitive advantages
2007 (English)In: Strategic Change, ISSN 1086-1718, E-ISSN 1099-1697, Vol. 16, no 6, p. 271-279Article in journal (Refereed) Published
Abstract [en]
  • Research in competitiveness generally focuses on how competitive advantages can be developed. This is an important area of research, but as a consequence the process of imitation of competitive advantages has become a neglected area of research.
  • A conceptual sequential model for the imitation of competitive advantages is presented. The model mainly draws on resource-based theory, provides a holistic view of the imitation process, identifies different hindrances to imitation of competitive advantages, and presents arguments for the scheme chosen.
Keywords
resource based view, strategic resources, competitive advantage, imitation
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:oru:diva-5922 (URN)10.1002/10861718.793 (DOI)
Available from: 2009-03-04 Created: 2009-03-04 Last updated: 2017-12-13Bibliographically approved
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