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„Strategische Komplementaritäten“ und das Management intangibler Ressourcen

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Summary

This paper argues that “(strategic) complementarities” can help explain both the potential for and the sustainability of competitive advantages. A number of illustrative examples, taken from the new growth theory, are presented. These reveal that the potential for firm competitive advantage is marked by various economies of scale and scope, which in turn result from R&D spillovers, teamwork effects, and interactions between technology and worker know-how. Since such complementarities are complex and puzzling, and since their exploitation depends on the existence of an organisational culture that fosters co-operation, it is difficult for competitors to imitate competitive advantages. Therefore, these are often sustainable over substantial time periods. Hence, a number of barriers to imitation, which are enumerated, rather than analysed in the “resource-based view of the firm”, can be explained from a single, unifying perspective as outcomes of complementarity.

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Authors and Affiliations

  1. Institut für Arbeitsrecht und Arbeitsbeziehungen in der Europäischen Gemeinschaft (IAAEG), Postfach 1812 30, 54263, Trier, Deutschland

    Martin Schneider

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Für die kritische Kommentierung früherer Versionen des Aufsatzes danke ich Dieter Sadowski, Horst Albach, Kerstin Pull und Florian Turk.

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Schneider, M. „Strategische Komplementaritäten“ und das Management intangibler Ressourcen. Schmalenbachs Z betriebswirtsch Forsch 53, 589–604 (2001). https://doi.org/10.1007/BF03372660

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