Abstract: This paper aims at developing the competitive heterogeneity construct and the related scale through a three-step methodology. First, we define the competitive heterogeneity construct as a multidimensional construct and clarified the relationship with its dimensions, and between these and their measures; then, we carry out face validity through literature review and expert validation; finally, we do a two-step empirical analysis to assess the competitive heterogeneity construct, the relationship with its dimensions, and the link between these and their measures. Our research suggests that competitive heterogeneity is a superordinate reflective multidimensional construct, and that its dimensions represent unidimensional reflective constructs

Abstract: One of the main issues in the field of strategic management is why firms obtain different performance levels. Various studies have attempted to determine the relative importance of firm resources (firm effect) and industry membership (industry effect) in explaining firm profitability. In addition to these factors, firm performance also depends on the territory where the company is located. The purpose of this paper is to determine the relative importance of the firm and location effects within the hotel industry, using a multilevel approach and hierarchical linear models. The findings show that both effects impact significantly on firm performance. In addition, three key hotel variables (size, category, and chain affiliation) have been introduced seeking to identify the extent to which they explain hotel performance.

Abstract: This paper develops new definitions of resource mobility and explores the relative contributions of perfectly mobile industry resources (free agents) and idiosyncratic company resources (salaried executives) to project performance. Hypotheses on resource mobility and performance (measured as profitability) are tested using structural equation modeling on a sample of 2080 U.S. movies first released on the American theatrical market over a ten-year period (1988-1997). Empirical findings lead to new insights into the dynamics of resources and knowledge development, combinations and transformations and of sunk-cost investments in project-based industries. They also corroborate the internal Hollywood hierarchy of free agents (actors, then directors and writers) and studio executives. These conclusions are of interest to project scholars and managers in general and to cinema analysts and professionals in particular.

Abstract: This paper addresses three questions that have generated equivocal answers in the current resource-based literature: What are resources? What types do exist? and, How do they contribute to a firm’s competitive advantage? The paper argues that for answering these questions an explicit distinction should be made between resources and actions, between types of resources, and between competitive advantage and performance. Drawing from Parsons’ social systems theory, we will suggest a fourfold functional typology of resources and propose that firms derive their competitive advantage from a balanced set of resources rather than from characteristics of individual resources. Performance, then, is achieved by deploying this set of balanced resources in entrepreneurial actions.