Abstract
The ability of firms to understand and quickly adjust to their fast‐changing markets ultimately depends on their adaptive capabilities. The full benefit of these capabilities will be realized by firms that adopt an outside‐ approach to the development of their dynamic capabilities.
References
D’Aveni, R. (1994). Hypercompetition: Managing the dynamics of strategic maneuvering. New York: Free Pres.
Day, G. (2011). Closing the marketing capabilities gap. Journal of Marketing, 75(4), 183–195.
Day, G., & Moorman, C. (2010). Strategy from the outside in. New York: McGraw-Hill.
Hamel, G. (2007). The future of management. Boston, MA: Harvard Business School Press.
Harreld, J. B., O’Reilly, C. A., & Tushman, M. (2007). Dynamic capabilities at IBM: driving strategy into action. California Management Review, 49(4), 21–43.
Kozlenkova, I., Samaha, S.A., Palmatier, R.W. (2013). Resource-based theory in marketing. Journal of the Academy of Marketing Science, (forthcoming).
Lyons, D. (2010), The customer is always right. Newsweek, 85–86.
Makadok, R. (2001). Toward a synthesis of the resource-based and dynamic capability views of rent creation. Strategic Management Journal, 22(5), 387–402.
McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Cambridge MA: Harvard Business Review Press.
Teece, D. J. (2009). Dynamic capabilities and strategic management. Oxford: Oxford University Press.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Day, G.S. An outside-in approach to resource-based theories. J. of the Acad. Mark. Sci. 42, 27–28 (2014). https://doi.org/10.1007/s11747-013-0348-3
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11747-013-0348-3