Fact-checked by Grok 2 weeks ago

VRIO

The VRIO framework is a strategic management tool used to analyze a firm's internal resources and capabilities to determine their potential to generate sustained competitive advantage. Developed by Jay B. Barney, it builds on the resource-based view (RBV) of the firm by evaluating resources through four key criteria: Valuable (whether the resource enables a firm to exploit opportunities or neutralize threats in its environment), Rare (whether the resource is controlled by few competing firms), Imitable (whether the resource is costly for competitors to imitate due to factors like unique history, causal ambiguity, or social complexity), and Organized (whether the firm is structured and managed to fully exploit the resource's potential).^[1] Originally introduced as the VRIN framework in Barney's 1991 seminal paper, which emphasized Valuable, Rare, Inimitable, and Non-substitutable resources as prerequisites for competitive superiority, the model evolved into VRIO by 1995 to incorporate the critical role of organizational readiness in realizing value from resources.^[1]^[2] This evolution addressed limitations in earlier RBV formulations by highlighting that even valuable, rare, and inimitable resources yield only temporary or no advantage if the firm lacks complementary structures, processes, or cultures to deploy them effectively. In practice, VRIO functions as a diagnostic matrix: resources failing the value test result in competitive parity or disadvantage; those passing value and rarity but not imitability provide temporary advantages; and only those meeting all four criteria support sustained superiority, as seen in examples like Southwest Airlines' unique corporate culture or Apple's innovative design capabilities.^[3]^[4] The framework's enduring influence stems from its integration into broader strategic analysis, often alongside tools like SWOT, to guide resource allocation, investment decisions, and capability-building efforts in diverse industries from technology to manufacturing.^[1] Highly cited in academic literature—with Barney's 1991 paper exceeding 120,000 citations—VRIO underscores the RBV's core tenet that internal heterogeneity and immobility of resources explain performance variances more than external positioning alone.^[5] Despite critiques regarding its static nature and challenges in empirically measuring intangibles like causal ambiguity, VRIO remains a foundational construct for scholars and practitioners assessing firm-specific advantages in dynamic markets.^[4]

History and Development

Origins in Resource-Based View

The Resource-Based View (RBV) is a foundational theory in strategic management that emphasizes a firm's internal resources and capabilities as the primary drivers of sustained competitive advantage, contrasting with external market positioning by arguing that differences in firm performance stem from unique resource endowments rather than industry-wide factors.^[6] At its core, RBV posits that firms can achieve superior performance by leveraging resources that are strategically deployed to exploit market opportunities or neutralize threats, shifting the analytical focus inward to assess how these assets contribute to value creation.^[1] RBV emerged in the mid-1980s amid growing dissatisfaction with prevailing industry-based models, with Birger Wernerfelt's 1984 paper "A Resource-Based View of the Firm" marking a pivotal introduction by advocating an analysis of firms from the perspective of their resource portfolios rather than output markets.^[7] This work laid the groundwork for subsequent developments, particularly through Jay Barney's contributions in 1986, including explorations of strategic factor markets—where firms acquire resources under conditions of imperfect information—and organizational culture as a potential source of advantage. Barney's 1991 article, "Firm Resources and Sustained Competitive Advantage," further solidified RBV by formalizing the conditions under which resources lead to enduring performance differences, influencing a broad shift in strategic scholarship during the 1990s.^[8] Central to RBV are the assumptions that resources serve as sources of competitive advantage only if they are valuable—enabling firms to implement strategies that enhance efficiency or effectiveness—heterogeneous, meaning resource distributions vary significantly across firms, and immobile, implying that these assets are not easily transferable or replicable between organizations.^[1] RBV delineates resources as the tangible and intangible assets controlled by the firm, such as financial holdings, physical infrastructure, or intellectual property, while capabilities represent the dynamic processes and routines by which firms orchestrate these resources to generate output.^[8] This distinction underscores RBV's emphasis on bundling resources into higher-order competencies that are path-dependent and firm-specific. RBV marked a significant theoretical pivot from Michael Porter's Five Forces framework, which dominated the 1980s by centering on external industry structure—such as rivalry, supplier power, and entry barriers—to determine profitability, toward an inside-out perspective that prioritizes idiosyncratic, firm-level assets as the locus of strategic differentiation.^[7] Wernerfelt explicitly contrasted his resource-oriented approach with product-market analyses, arguing that understanding resource productivity offers deeper insights into positioning and expansion strategies.^[7] Barney reinforced this shift by critiquing external determinism and highlighting how resource imperfections in factor markets allow savvy firms to secure advantages through superior anticipation and exploitation. This internal focus has since become a cornerstone of strategic management, with VRIO emerging as a practical analytical tool derived from RBV's principles.^[1]

Evolution from VRIN to VRIO

The VRIN framework was introduced by Jay Barney in his 1991 article "Firm Resources and Sustained Competitive Advantage," published in the Journal of Management. This model proposed a four-question test to evaluate whether a firm's resources and capabilities could lead to sustained competitive advantage: whether they are valuable, rare among competitors, difficult to imitate, and non-substitutable by other resources.^[1] The framework built on the resource-based view (RBV) of the firm, emphasizing internal factors over external market positioning.^[1] In 1995, Barney refined VRIN into the VRIO framework in his article "Looking Inside for Competitive Advantage," published in the Academy of Management Executive. The key change replaced "non-substitutable" with "organization," shifting focus from merely possessing resources that lack substitutes to the firm's ability to exploit those resources effectively. This adjustment addressed a limitation in VRIN, as non-substitutability alone did not ensure value capture; instead, "organization" highlights the need for appropriate firm structures, such as reporting relationships, control systems, and compensation policies, to operationalize resources for competitive advantage. The VRIO framework gained early traction in academia following its refinement, appearing in Barney's 1997 textbook Gaining and Sustaining Competitive Advantage, which integrated it as a core analytical tool for strategic analysis. By the late 1990s, VRIO had become a standard component in strategic management courses and subsequent textbooks, facilitating its widespread use in teaching resource-based strategic assessment.

Core Framework

Value

In the VRIO framework, the "Value" criterion serves as the initial threshold for evaluating a firm's resources and capabilities, determining whether they contribute positively to the organization's strategic position. A resource or capability is considered valuable if it enables a firm to exploit opportunities and/or neutralize threats in its external environment. This assessment focuses on how the resource enhances the firm's efficiency or effectiveness in responding to market dynamics, such as technological shifts or competitive pressures. To determine value, analysts pose key questions about the resource's role in the firm's context: Does it allow the firm to exploit an environmental opportunity? Does it help the firm neutralize an environmental threat? Positive responses to these inquiries indicate that the resource improves operational performance, such as by reducing costs, increasing revenues, or enhancing customer satisfaction, thereby providing a foundation for strategic decision-making. Representative examples of valuable resources include patented technologies that lower production costs, allowing a firm to offer competitive pricing, or superior marketing capabilities that expand market share through targeted customer engagement. In practice, these resources directly address environmental challenges; for instance, a firm's innovative supply chain system might neutralize threats from supply disruptions while exploiting opportunities in global trade. Valuable resources lead to at least competitive parity, where the firm performs on par with industry rivals, whereas resources lacking value result in competitive disadvantage, as the firm fails to keep pace with environmental demands. This foundational step in the VRIO analysis, as outlined by Barney, ensures that only resources with demonstrable benefits proceed to evaluations of rarity and beyond.

Rarity

In the VRIO framework, a resource or capability is considered rare if it is controlled by only a small number of competing firms within an industry. This criterion builds upon the assessment of value, as rarity alone does not confer advantage; a resource must first be valuable—enabling a firm to exploit opportunities or neutralize threats—before its scarcity can be evaluated. If a resource is valuable but not rare, meaning it is widely possessed by many competitors, it leads to competitive parity, where firms perform at a similar level but none gains a superior position. In contrast, rarity among valuable resources generates a temporary competitive advantage, allowing the controlling firm to achieve higher performance until market dynamics shift. Rarity is assessed relative to industry competitors rather than absolute scarcity in broader markets, emphasizing the resource's uniqueness within the competitive landscape. For example, Walmart's point-of-purchase inventory control system in the 1990s was rare, as few retailers like K-Mart possessed comparable capabilities, enabling Walmart to outperform rivals through efficient supply chain management.^[9] Similarly, unique brand reputations, such as Apple's tightly integrated ecosystem of hardware, software, and services, represent rare resources that few competitors can replicate at the same level, contributing to sustained market leadership in consumer electronics.^[10] Proprietary datasets in technology firms, like Google's vast collection of user search and behavioral data, also exemplify rarity, providing insights that drive personalized advertising and innovation beyond what most rivals can access.^[11] The presence of rare resources creates market inefficiencies, as not all firms can acquire or develop them equally, leading to superior performance for those that do until the resource diffuses through competition or strategic responses. This threshold of rarity underscores the resource-based view's focus on internal strengths, where scarcity relative to peers disrupts equilibrium and fosters temporary edges in dynamic industries.^[1]

Imitability

In the VRIO framework, imitability evaluates whether a firm's resources or capabilities can be duplicated by competitors at a reasonable cost. A resource is inimitable if rival firms face a significant cost disadvantage in acquiring, developing, or imitating it compared to the firm that possesses it. This criterion builds on the assessment of value and rarity, focusing on the durability of a competitive edge over time.^[1] Jay Barney identifies three primary barriers that make resources costly to imitate: path dependence, causal ambiguity, and social complexity. Path dependence arises when a resource's value is linked to its specific historical development path, which competitors cannot easily replicate because they lack the same temporal sequence of events or investments. For instance, an organizational culture cultivated over years through unique firm-specific experiences becomes difficult for newcomers to match in a short period.^[1] Causal ambiguity occurs when the relationship between a resource and its contribution to competitive advantage is unclear or poorly understood by competitors, even if they observe the outcomes. This uncertainty prevents rivals from accurately identifying and copying the key elements responsible for superior performance. An example is the edge provided by a proprietary algorithm, such as Google's search technology, where the precise causal links driving effectiveness remain opaque to outsiders despite extensive analysis.^[1] Social complexity refers to resources embedded in intricate interpersonal dynamics, such as trust, relationships, or cultural norms, that are not easily observable or replicable. These elements defy straightforward imitation because they involve tacit knowledge and behaviors that cannot be engineered or purchased. Southwest Airlines' employee culture exemplifies this, with its strong sense of camaraderie and commitment fostering operational efficiency in ways that competitors struggle to duplicate.^[1] When a resource is valuable, rare, and inimitable, it enables sustained competitive advantage, provided the firm is organized to exploit it effectively. Barney (1991) identifies these historical, causal, and social barriers as foundational to long-term superiority in the resource-based view, with his 1995 refinement incorporating the role of organization.

Organization

The organization criterion in the VRIO framework assesses whether a firm possesses the internal structure, systems, and processes necessary to exploit the full potential of its valuable, rare, and inimitable resources and capabilities, thereby translating them into sustained competitive advantage. As articulated by Barney, this dimension serves as the final filter: even if a resource meets the prior criteria of value, rarity, and inimitability, it will only generate competitive parity or temporary advantage unless the organization is appropriately configured to capture its benefits.^[12] Key elements of effective organization include flexible structures that facilitate resource deployment, robust reporting and control systems, streamlined processes for decision-making, and management practices such as performance-based incentives and empowered teams that align individual actions with strategic objectives. These components enable the firm to overcome internal barriers, such as information asymmetries or coordination failures, ensuring resources are utilized efficiently. For example, decentralized authority in decision-making allows for rapid adaptation and innovation, preventing valuable assets from lying dormant.^[13] Without proper organization, superior resources fail to yield competitive advantage, as seen in bureaucratic firms where rigid hierarchies stifle creativity and delay exploitation of innovative capabilities, resulting in unused potential and vulnerability to rivals. In contrast, 3M's decentralized organizational structure exemplifies effective organization by empowering R&D teams with autonomy and resources, enabling the firm to leverage its innovative capabilities for ongoing product development and market leadership. Barney positions organization as essential complementary assets that ensure value capture, distinguishing firms achieving sustained advantage from those merely possessing strong resources.^[14]^[12]

Applications and Extensions

Strategic Analysis Process

The strategic analysis process using the VRIO framework involves a systematic evaluation of a firm's internal resources and capabilities to determine their potential for generating competitive advantages. This process begins with identifying key resources—such as financial assets, physical infrastructure, human capital, and organizational processes—through a comprehensive resource audit that catalogs tangible and intangible elements contributing to firm performance.^[15] Practitioners typically conduct this audit by reviewing financial statements, operational data, and employee skills inventories to compile a list of potential strategic assets.^[16] Once resources are identified, the analysis proceeds step-by-step by applying the four VRIO criteria sequentially. First, assess value by determining if the resource enables the firm to exploit market opportunities or neutralize threats in its competitive environment. If not valuable, the resource leads to competitive disadvantage and warrants divestment or improvement. Second, evaluate rarity to check if the resource is possessed by few competing firms; common resources yield only competitive parity. Third, examine imitability to see if rivals face significant cost disadvantages in acquiring or duplicating the resource, which could otherwise erode any rarity-based edge. Finally, verify organization by confirming that the firm's structure, processes, and culture are aligned to fully exploit the resource. This sequential questioning ensures a logical progression from basic viability to sustainable advantage.^[15] Tools and techniques enhance the rigor of this process. A common method is the VRIO matrix, a tabular format where resources are listed in rows and the four criteria in columns, with yes/no responses guiding classification; for instance, a "yes" across all columns indicates sustained competitive advantage, while partial affirmatives signal temporary or no advantage. Resource audits can integrate with SWOT analysis by mapping VRIO-assessed strengths to internal factors, providing a hybrid tool that combines VRIO's resource focus with SWOT's broader environmental scan. These techniques facilitate structured discussions and visualization of outcomes.^[16]^[15] The outcomes of VRIO analysis classify resources into four categories based on the criteria met: competitive disadvantage for resources lacking value; competitive parity for valuable but non-rare resources; temporary competitive advantage for valuable and rare but imitable resources; and sustained competitive advantage for those meeting all four criteria, enabling long-term superior performance. This classification informs resource allocation, such as prioritizing investments in high-potential assets.^[15] Best practices emphasize an iterative approach, where VRIO assessments are revisited periodically to account for evolving markets and technological changes, ensuring relevance in dynamic environments. Involving cross-functional teams—drawing from departments like finance, operations, and R&D—enriches the analysis with diverse insights and reduces biases. Regular updates, such as quarterly reviews, help adapt to external shifts.^[16] In real-world applications, VRIO integrates into annual strategy reviews to evaluate and refine core competencies amid performance metrics and goal-setting.^[16] During mergers and acquisitions due diligence, it assesses target firm resources for synergistic value, rarity in combined operations, and post-merger organizational fit to predict integration success and value creation.^[17]

Comparisons to Other Frameworks

The VRIO framework evolved from the earlier VRIN model proposed by Jay Barney in 1991, which assessed resources based on whether they were valuable, rare, inimitable, and non-substitutable to achieve sustained competitive advantage.^[1] In 1995, Barney refined this into VRIO by replacing the non-substitutability criterion with organization, shifting emphasis from mere resource attributes to the firm's internal structures and processes needed to exploit those resources effectively. This adjustment addresses a limitation in VRIN by highlighting how even valuable, rare, and inimitable resources may not yield competitive advantages without proper organizational support. Unlike Porter's Five Forces model, which analyzes external industry attractiveness through threats of new entrants, supplier and buyer power, substitute products, and rivalry among competitors to inform positioning strategies, VRIO focuses internally on resource and capability evaluation within the resource-based view.^[18] These frameworks are complementary: Porter's identifies environmental pressures, while VRIO pinpoints internal strengths to counter them, such as leveraging rare capabilities to mitigate rivalry. Compared to SWOT analysis, which broadly categorizes internal strengths and weaknesses alongside external opportunities and threats in a qualitative manner, VRIO provides a more rigorous, criterion-based assessment specifically for internal resources to determine competitive implications.^[19] This structured approach in VRIO goes beyond SWOT's descriptive listings by systematically evaluating exploitability, reducing subjectivity in identifying sustainable advantages.^[20] The core competence framework by Prahalad and Hamel emphasizes collective learning and skills that provide access to multiple markets and fundamental customer benefits, with a broader focus on integrating technologies and processes for superior value delivery. In contrast, VRIO applies more systematic, testable criteria to resources and capabilities, enabling firms to verify if they qualify as core competences through value, rarity, imitability barriers, and organizational readiness. As a specialized tool within the resource-based view, VRIO differs from broader performance-oriented frameworks like the Balanced Scorecard, which incorporates financial, customer, internal process, and learning perspectives with metrics to align strategy and execution, rather than solely diagnosing resource potential.

Limitations and Criticisms

Theoretical Shortcomings

One prominent theoretical shortcoming of the VRIO framework lies in its static conceptualization of resources and capabilities, which assumes that advantages derived from valuable, rare, inimitable, and organizationally exploitable assets remain relatively fixed over time. This perspective underemphasizes the role of dynamic capabilities needed to adapt resources amid rapid technological disruptions or market shifts, such as in the technology sector where firms like Nokia struggled to sustain advantages due to evolving digital ecosystems. Scholars argue that in high-velocity environments, sustained competitive advantage requires ongoing processes to integrate, reconfigure, and renew resources rather than relying on a snapshot evaluation, rendering VRIO less applicable to fast-changing industries. Recent extensions, such as integrations with dynamic capabilities frameworks (as of 2023), attempt to address this by incorporating adaptive processes into resource analysis.^[21]^[22] The framework's assessments of value and imitability are also criticized for their inherent subjectivity, as determinations often depend on managerial perceptions and mental models, which can introduce bias and lead to inconsistent or tautological conclusions. For instance, declaring a resource "valuable" because it contributes to superior performance creates a circular logic that fails to provide clear, falsifiable criteria for strategic decision-making, limiting VRIO's theoretical rigor as a predictive tool. This subjectivity arises from the indeterminate nature of resource value, which varies by context and observer, potentially resulting in over- or underestimation of competitive potential without objective benchmarks.^[23] Furthermore, VRIO's internal focus neglects the influence of external factors, such as industry evolution, regulatory changes, or macroeconomic pressures, by overemphasizing firm-specific resources at the expense of broader environmental dynamics. This inward orientation assumes a predictable context where internal strengths can be isolated from external threats, but in reality, advantages can erode due to unforeseen shifts like policy interventions in regulated sectors. Post-2000 critiques highlight that VRIO, as part of the resource-based view, insufficiently accounts for how external conditions co-determine resource efficacy, leading to an incomplete model of competitive advantage.^[24] The transition from the VRIN framework—adding non-substitutability—to VRIO, which replaces it with organization, has been faulted for undervaluing how substitute resources or strategies can erode apparent advantages, thereby overlooking a key mechanism of competitive erosion. Without explicit consideration of substitutability, VRIO risks misidentifying sustainable edges in markets where alternatives, such as open-source innovations in software, can quickly neutralize proprietary assets. This omission weakens the framework's ability to address holistic sustainability, as substitutes often arise from external innovation rather than direct imitation.^[24] Academic critiques since the early 2000s further contend that VRIO's firm-centric approach ignores ecosystem dynamics, such as inter-firm collaborations or network effects, by treating competitive advantage as primarily endogenous to the organization. For example, scholars like Eisenhardt emphasize that in interconnected markets, advantages stem from relational processes across ecosystems rather than isolated internal resources, a gap that limits VRIO's explanatory power in collaborative or platform-based industries. Foss and Knudsen reinforce this by arguing that the framework's isolation of firm resources neglects market processes and individual agency in value creation, advocating for a more integrative view that incorporates uncertainty and external positioning.^[25]

Practical Challenges

One major practical challenge in applying the VRIO framework lies in resource identification, particularly the difficulty in distinguishing between tangible and intangible assets. Tangible resources, such as physical equipment or financial capital, are relatively straightforward to identify and measure due to their quantifiable nature. In contrast, intangible assets like organizational culture, brand reputation, or proprietary knowledge are often overlooked or undervalued because they lack physical form and require subjective assessment, leading to an overemphasis on easily measurable items that may not drive long-term advantage. This bias can result in incomplete analyses, as firms may prioritize visible resources while neglecting those that are harder to quantify but potentially more strategic.^[26] Another barrier involves the data requirements for VRIO analysis, which demands detailed information on competitors' resources to evaluate rarity and imitability. Obtaining accurate insights into rivals' capabilities often involves accessing confidential data, such as internal processes or strategic assets, which is ethically challenging and practically limited to public disclosures or industry benchmarks. Without comprehensive competitor intelligence, assessments of rarity become speculative, potentially leading to flawed strategic decisions and underestimation of imitation risks. This issue is exacerbated in industries with high secrecy, where ethical constraints prevent deeper probing.^[27] VRIO's snapshot-based approach also struggles in dynamic environments characterized by rapid technological or market shifts, such as advancements in artificial intelligence that can quickly alter resource value or imitation timelines. The framework assumes relative stability for evaluating criteria like imitability, but in fast-paced settings, resources deemed inimitable today may become obsolete or replicable overnight, requiring constant reevaluation that the static model does not inherently support. This limitation can hinder proactive adaptation, as firms may base strategies on outdated assessments.^[21] Even when resources meet VRIO criteria, organizational inertia poses significant implementation hurdles, including cultural resistance that impedes effective exploitation. Established routines, entrenched hierarchies, or employee reluctance to adopt new practices can prevent firms from fully organizing to leverage identified advantages, despite formal structures being in place. This resistance often stems from fear of disruption or misalignment with existing norms, resulting in execution gaps that undermine potential competitive edges.^[28] Empirical evidence from meta-analyses underscores these practical issues, revealing mixed results in VRIO's ability to predict sustained competitive advantage due to execution and measurement gaps. A comprehensive review of 255 studies spanning 1991 to recent years found that while strategic resources positively influence performance (β = 0.12 for financial outcomes), the direct link weakens when accounting for orchestration actions like bundling and leveraging, explaining only 15% of variance and highlighting inconsistencies from contextual factors and implementation failures. These findings indicate that VRIO's predictive power is moderated by real-world barriers, with smaller effect sizes in dynamic or data-scarce settings.^[29]

References

[1]
Firm Resources and Sustained Competitive Advantage - Jay Barney ...
The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining ...
[2]
5.6 Developing Strategy Through Internal Analysis – Principles of ...
This VRIO framework is the foundation for internal analysis (Wernerfelt, 1984). VRIO is an acronym for valuable, rare, inimitable, and organization.
[3]
4.3 Resource-Based View – Strategic Management
The VRIO tool can be used to determine if resources or capabilities are valuable, rare, difficult-to-imitate, and organized to capture value, and thereby ...<|control11|><|separator|>
[4]
‪Jay Barney‬ - ‪Google Scholar‬
Firm resources and sustained competitive advantage. J Barney. Journal of management 17 (1), 99-120, 1991. 121612, 1991. Strategic factor markets: Expectations ...
[5]
https://scholar.google.com/citations?user=vGSZsWcAAAAJ&hl=en
[6]
[PDF] A Resource-Based View of the Firm Birger Wernerfelt Strategic ... - MIT
May 25, 2007 · A Resource-Based View of the Firm. Birger Wernerfelt. Strategic Management Journal, Vol. 5, No. 2. (Apr. - Jun., 1984), pp. 171-180. Stable ...
[7]
[PDF] Firm Resources and Sustained Competitive Advantage.
This framework, summarized in Figure One, suggests that firms obtain sus- tained competitive advantages by implementing strategies that exploit their inter- nal ...
[8]
VRIO Analysis – Strategic Management - Oregon State University
Novell's decline during the mid- to late 1990s led many to speculate that Novell was unable to innovate in the face of changing markets and technology.
[9]
[PDF] Looking inside for competitive advantage | Semantic Scholar
Looking inside for competitive advantage · J. Barney; Published 1 November 1995 · J. Barney; Published 1 November 1995 · Business · Academy of Management ...
[10]
VRIO Framework Explained - SM Insight
Jun 16, 2025 · The tool was originally developed by Barney, J. B. (1991) in his work 'Firm Resources and Sustained Competitive Advantage', where the author ...
[11]
3.2 VRIO framework for assessing resources and capabilities
The VRIO framework is a powerful tool for assessing a firm's internal resources and capabilities. It helps companies identify sources of competitive ...
[12]
https://www.semanticscholar.org/paper/Looking-inside-for-competitive-advantage-Barney/79024d0c38ee39f22c5e7906bc48ded3025aea07
[13]
Valuing Reciprocal Synergies in Merger and Acquisition Deals ...
The VRIO framework aims to evaluate whether or not resources and capabilities were likely to be a source of core competence and, thus, a source of sustained ...
[14]
[PDF] The Strategic Management Frameworks - DSpace@MIT
It is Strategy by Real Estate! Page 19. Comparison of Critical Elements in Porter's and Resource-Based. View Frameworks. Porter. Resource-Based View. Focus of ...
[15]
[PDF] Leveraging Resources & Capabilities
VRIO Framework – Going beyond SWOT. Value. Rarity. Inimitable. Organization. Page 24. Value. Value of product determined by the market. ▫ Both customers and ...
[16]
[PDF] Principles of Management - OHIO Personal Websites
This VRIO framework is the foundation for internal analysis (Wernerfelt, 1984). VRIO is an acronym for valuable, rare, inimitable, and organization. If you ...Missing: cross- | Show results with:cross-
[17]
Revisiting an identity-based view of sustainable competitive ...
I begin this revisit of my identity-based view of sustainable advantage by questioning our premise that it is possible to gain a sustainable advantage based on ...Missing: critique | Show results with:critique
[18]
https://dspace.mit.edu/bitstream/handle/1721.1/35793/15-902Fall-2002/NR/rdonlyres/Sloan-School-of-Management/15-902Strategic-Management-IFall2002/5DA1D68C-92BA-4370-8223-5D134AC24973/0/strmgtfr.pdf
[19]
[PDF] The resource-based view: A review and assessment of its critiques
Mar 18, 2010 · We also accept that in a dynamic environment firms cannot derive an SCA from a static set of resources. However, the RBV's logic applies as much ...
[20]
The resource‐based tangle: towards a sustainable explanation of ...
Jun 4, 2003 · To advance the RBV we propose separation of necessary and additional conditions for the expression of SCA. We argue that there are only two ...Missing: centric critique
[21]
[PDF] An introduction to the VIRO analysis
What is a VRIO analysis? The VRIO analysis, in its original form VRIN, was devised by Jay Barney in 1991 as a way to identify which resources must be in ...
[22]
[PDF] Internal Analysis Models Explained: VRIO, Resource-Based View ...
VRIO assessment relies on potentially biased opinions. Resource is valuable but not fully leveraged for long-term gain. Competitive. Disadvantage. Protect ...
[23]
[PDF] What Is Vrio Analysis
By applying this framework, organizations can pinpoint what truly sets them apart and identify areas that require improvement or protection to sustain.Missing: confidentiality | Show results with:confidentiality
[24]
None
Summary of each segment: