Are there always synergies between productive resources and resource deployment capabilities?
Article first published online: 28 FEB 2013
Copyright © 2013 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 34, Issue 11, pages 1288–1313, November 2013
How to Cite
Huesch, M. D. (2013), Are there always synergies between productive resources and resource deployment capabilities?. Strat. Mgmt. J., 34: 1288–1313. doi: 10.1002/smj.2068
- Issue published online: 13 SEP 2013
- Article first published online: 28 FEB 2013
- Accepted manuscript online: 29 JAN 2013 07:18AM EST
- Manuscript Accepted: 17 MAR 2012
- Manuscript Revised: 13 MAR 2012
- Manuscript Received: 28 SEP 2009
- resource-based view;
- strategic complementarity;
- internal fit;
- resource quality;
- resource management
While the independent impacts of particular firm resources and deployment capabilities on firm performance are unambiguous cornerstones of the strategy field, it is commonly assumed that their joint impacts are synergistic. This article seeks to understand whether this common misconception of resource-based theory can be refuted empirically. Using data from hospitals conducting specialist surgery, I find hospital performance improves independently through better surgical resource quality and from more use of a streamlined form of resource management in which overall patient team leadership and operating team leadership are held by the same physician. Generally the interaction of these two firm activities had no impact on performance. These results contribute to the strategy field's understanding of whether and when internal fit affects performance, clarifying an incorrect inference commonly made about resource-based theory. Copyright © 2013 John Wiley & Sons, Ltd.