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Relational view : ウィキペディア英語版 | Relational view In management, the relational view by Jeffrey H. Dyer and Harbir Singh is a theory for considering networks and dyads of firms as the unit of analysis to explain relational rents, i.e., superior individual firm performance generated within that network/dyad.〔Dyer, J.H., Singh, H. (1998): The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, Vol. 23, pp. 660–679.〕 This view has later been extended by Lavie (2006).〔Lavie, D. (2006): The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, Vol. 31, pp. 638–658.〕 == Comparison to other theories ==
The relational view supplements existing views. While the industry structure view explains superior returns with a firm's membership in an industry with specific structural characteristics,〔Porter, M.E. (1980): Competitive strategy. New York.〕 and the resource-based view explains superior returns with firm heterogeneity,〔Rumelt, R.P. (1984): Towards a strategic theory of the firm. In: R.B. Lamb (Ed.): Competitive strategic management. Englewood Cliffs, NJ. pp. 556-571.〕〔Rumelt, R.P. (1991): How much does industry matter? Strategic Management Journal, Vol. 12, pp. 167-185〕〔Wernerfelt, B. (1984): A resource based view of the firm. Strategic Management Journal, Vol. 5, pp. 171-180.〕〔Barney, J.B. (1991): Firm resources and sustained competitive advantage. Journal of Management, Vol. 17, pp. 99-120.〕 the relational view argues that idiosyncratic interfirm linkages are a source of relational rents.〔
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