000			01682naa a2200193uu 4500
001			0042615473837
003			OSt
005			20190211171232.0
008			100426s2009 xx ||||gr |0|| 0 eng d
100	1		_aDURAND, Rodolphe _93117
245	1	0	_aCausations, counterfactuals, and competitive advantage
260			_aBognor Regis : _bWiley-Blackwell, _cDecembe 2009
520	3		_aCausation is still poorly understood in strategy research, and confusion prevails around key concepts such as competitive advantage. In this paper, we define epistemological conditions that help dispel some of this confusion and provide a basis for more developed approaches. In particular, we argue that a counterfactual approach - one that builds on a systematic analysis of what-if questions - can advance our understanding of key causal mechanisms in strategy research. We offer two concrete methodologies - counterfactual history and causal modeling - as useful solutions. We also show that these methodologies open up new avenues in research on competitive advantage. Counterfactual history can add to our understanding of the context-specific construction of resource-based competitive advantage and path dependence, and causal modeling can help to reconceptualize the relationships between resources and performance. In particular, resource properties can be regarded as mediating mechanisms in these causal relationships.
700	1		_aVAARA, Eero _939699
773	0	8	_tStrategic Management Journal _g30, 12, p. 1245-1264 _dBognor Regis : Wiley-Blackwell, Decembe 2009 _xISSN 01432095 _w
942			_cS
998			_a20100426 _b1547^b _cDaiane
998			_a20100428 _b1655^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32612 _d32612
041			_aeng