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Explaining interfirm cooperation and performance: toward a reconciliation of predictions from the resource‐based view and organizational economics
Author(s) -
Combs James G.,
Ketchen, Jr. David J.
Publication year - 1999
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/(sici)1097-0266(199909)20:9<867::aid-smj55>3.0.co;2-6
Subject(s) - resource (disambiguation) , organizational economics , context (archaeology) , industrial organization , business , resource based view , focus (optics) , economics , marketing , knowledge management , microeconomics , computer science , competitive advantage , computer network , paleontology , physics , optics , biology
Interfirm cooperation and its performance implications are examined in the context of two widely cited theoretical approaches to organizations. Broadly speaking, the resource‐based view suggests that firms seek to capitalize on and increase their capabilities and endowments, whereas organizational economics asserts that firms focus on minimizing the costs of organizing. Although these perspectives agree on managers’ likely actions in many areas, their predictions diverge when interfirm cooperation is considered. We take a step toward reconciling these differences by positing that firms place resource‐based concerns in front of considerations from organizational economics when deciding whether or not to engage in interfirm cooperation. We examined this prediction using data from 94 publicly held restaurant chains. The results support our integrated view, but also suggest that giving primacy to resource concerns detracts from the performance of some firms. We derive several implications of these findings in an effort to guide subsequent inquiry. Copyright © 1999 John Wiley & Sons, Ltd.