Which Types of Resources are Necessary to Achieve Competitive Advantage?
Reference: Lechner, C. and Gudmundsson, S. V. (2012). Superior Value Creation in SportsTteams: Resources, Managerial Experience and Moderating Effects, M@n@gement, 15(3), 283-312
7 Pages Posted: 2 Dec 2008 Last revised: 9 May 2019
Date Written: January 5, 2013
Resource-based research sustains that organisations (and thus teams) create value through in-ternally developed and complementary acquired resources, through the management of re-sources and the development of routines. In this study, we advance the understanding of the impact of resources and capabilities by investigating the role of moderators on the key factors of team performance and address the question when the whole is more than the sum of its parts. We develop and test hypotheses as to how managerial experience helps to foster the development of internal resources and group routines, to extract more value from bought re-sources, how internally developed resources reinforce group routines and how financial resources influence group routines, the acquisition of resources as well as the development of internal resources. Data consisted of 270 observations from European professional football leagues over a five-year period. The results confirm that the edifice of competitive advantage is based on a complex resource bundle based on non-obvious interactions between its ele-ments. The complex inter-linkages, reinforcing effects and trade-offs between resources require non-obvious decisions regarding their employment and are best understood by experienced managers.
Keywords: resource based view, RBV, football, PLS, sports, competitive advantage, group routines, teams
JEL Classification: M10
Suggested Citation: Suggested Citation