Abstract
The link between resource competitiveness and performance in hi-tech firms is examined from the perspective of resource-based theory and strategic management. Departing from previous research, it is argued that the linkage between firm-specific advantages and performance varies according to the underlying control variables of corporate culture, organizational formalization and business targeting. Data obtained from 339 hi-tech firms in China indicate that achieving resource competitiveness requires rapidly adopting technology changes and speedy marketing adaptation. A firm’s performance can to a significant extent be attributed to its configuration of technology and market-based resources and capabilities.
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