Making the Most of What You've Got: Managerial Ability as a Source of Resource Value Creation

Strategic Management Journal, 2009

61 Pages Posted: 29 Dec 2008

See all articles by Tim R. Holcomb

Tim R. Holcomb

Miami University

R. Michael Holmes

Florida State University - Department of Management

Brian L. Connelly

Auburn University

Date Written: December 27, 2008

Abstract

The current study investigates a central premise of the resource-based view of the firm-that managers are a potential source of value creation for the firm. Using data from professional sports teams, we test theory regarding the effects of managerial ability, human resource stocks, and managers' actions on resource value creation. While results indicate managerial ability affects resource productivity, this effect is less pronounced with increases in the quality of firm resources. Further, we investigate the extent to which managerial actions that synchronize resource bundles account for the influence of managerial ability and resource context on a firm's performance advantage. These results contribute to our understanding of resource management and provide empirical evidence for the importance of managerial ability in the resource-based view.

Keywords: managerial ability, resource management, value creation, resource productivity, synchronization

Suggested Citation

Holcomb, Tim R. and Holmes, R. Michael and Connelly, Brian L., Making the Most of What You've Got: Managerial Ability as a Source of Resource Value Creation (December 27, 2008). Strategic Management Journal, 2009, Available at SSRN: https://ssrn.com/abstract=1321057

Tim R. Holcomb (Contact Author)

Miami University ( email )

Farmer School of Business
800 E. High Street, 2075 FSB / MSC1148
Oxford, OH Ohio 45056
United States
5135293665 (Phone)

HOME PAGE: http://fsb.miamioh.edu/

R. Michael Holmes

Florida State University - Department of Management ( email )

United States

Brian L. Connelly

Auburn University ( email )

Auburn, AL 36849
United States
344-844-6515 (Phone)

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