The resource value chain: A planning framework for developing an optimal configuration of the firm
Date
2006
Authors
Hubbard, G.
Zubac, A.
Editors
Kennedy, D.
Milia, A.
Milia, A.
Advisors
Journal Title
Journal ISSN
Volume Title
Type:
Conference paper
Citation
20th Australian and New Zealand Academy of Management Conference, 6-9 December, 2006 / J. Kennedy and L. Di Milia (eds.)
Statement of Responsibility
Conference Name
Australian and New Zealand Academy of Management 2006 Conference (2006 : Rockhampton, Queensland)
Abstract
Drawing on resource-based theory (RBT), this paper develops a resource value chain framework. In common with activity-based value chains, it too is a method for representing and analyzing the firm, and identifying what may be its optimal configuration. However, as opposed to an activity-based value chain, it is specifically designed to help managers concentrate on understanding the interrelationships between the firm’s various assets and capabilities. Thus, it can be used to analyze to what extent a firm’s successes can be attributed to a certain set of resources and whether there is scope to further develop them to advance the firm’s strategies. These ideas are illustrated by analyzing a Basel II operational risk project at a large Australian retail bank.