Are there always synergies between productive resources and resource deployment capabilities?

Marco Huesch

Research output: Contribution to journalArticle

23 Citations (Scopus)

Abstract

While the independent impacts of particular firm resources and deployment capabilities on firm performance are unambiguous cornerstones of the strategy field, it is commonly assumed that their joint impacts are synergistic. This article seeks to understand whether this common misconception of resource-based theory can be refuted empirically. Using data from hospitals conducting specialist surgery, I find hospital performance improves independently through better surgical resource quality and from more use of a streamlined form of resource management in which overall patient team leadership and operating team leadership are held by the same physician. Generally the interaction of these two firm activities had no impact on performance. These results contribute to the strategy field's understanding of whether and when internal fit affects performance, clarifying an incorrect inference commonly made about resource-based theory.

Original languageEnglish (US)
Pages (from-to)1288-1313
Number of pages26
JournalStrategic Management Journal
Volume34
Issue number11
DOIs
StatePublished - Nov 1 2013

Fingerprint

Synergy
Resources
Team leadership
Resource-based theory
Physicians
Firm resources
Hospital performance
Surgery
Interaction
Firm performance
Resource management
Inference

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management

Cite this

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Are there always synergies between productive resources and resource deployment capabilities? / Huesch, Marco.

In: Strategic Management Journal, Vol. 34, No. 11, 01.11.2013, p. 1288-1313.

Research output: Contribution to journalArticle

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