The strategic analysis of intangible resources
Version of Record online: 8 NOV 2006
Copyright © 1992 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 13, Issue 2, pages 135–144, February 1992
How to Cite
Hall, R. (1992), The strategic analysis of intangible resources. Strat. Mgmt. J., 13: 135–144. doi: 10.1002/smj.4250130205
- Issue online: 8 NOV 2006
- Version of Record online: 8 NOV 2006
- Manuscript Revised: 1 AUG 1991
- Manuscript Received: 11 MAR 1991
- Strategic analysis;
- intangible resources
Sustainable competitive advantage results from the possession of relevant capability differentials. The feedstock of these capability differentials is intangible resources which range from patents and licenses, to reputation and know-how. A framework of intangible resources has been produced which formed the basis for a national survey of chief executives in the U.K. Some of the more significant findings of the survey were that: employee know-how and reputation are perceived as the resources which make the most important contribution to business success; and that for most companies operations is the most important area of employee know how. This article argues, by means of both theoretical reasoning and empirical evidence, that the analysis of intangible resources should play a major role in the strategic management process.