Abstract
Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.
Highlights
Industries can be categorized as emerging or traditional
Unlike previous resource management theory that pays more attention to the development of diversified resource management methods and how to improve the efficiency of resource allocation, this study emphasizes that there may be differences and conflicts among different resource management methods, and the interaction effect between different resource management methods is decisively affected by the external environment
Based on the theories of resource-based view (RBV), organizational learning and industry analysis, this paper systematically reveals the derivative sources and essential differences between the two resource management methods, and explores the impact of the two resource management methods on sustainable competitive advantage (SCA) under different industries
Summary
Industries can be categorized as emerging or traditional. Emerging industries include seven industries, including new generation of information technology, bio-medicine, energy saving and environmental protection, high-end equipment manufacturing, new energy, new materials, and new energy vehicles [1]. Because of the characteristics of short technology upgrading cycle, unclear market structure and uncertain customer demand, enterprises in emerging industries have more challenges in resource input and integration, which is fundamentally different from traditional industries with relatively stable technology and markets [4]. Enterprises in emerging industries are facing more resource barriers, including the shortage of information resources, knowledge resources, technical resources, and human resources [5]. Industry turbulence and resource constraints have brought challenges to the traditional classical resource management theory—resource-based view (RBV)
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