000			01946naa a2200181uu 4500
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008			111110s2010 xx ||||gr |0|| 0 eng d
100	1		_aKUNC, Martin H _945381
245	1	0	_aManagerial decision making and firm performance under a resource-based paradigm
260			_aU.S.A : _bWiley-Blackwell, _cnov. 2010
520	3		_aA framework is presented that connects managerial decision making to resource building and firm performance. The framework takes a behavioral view of decision making and distinguishes two distinct decision-making processes. First there is the creative conceptualization of new resource configurations that are intended to deliver competitive advantage. Then there is the painstaking development of resources required to implement strategy. We argue that heterogeneity in the resources of rival firms arises from the interplay of these two processes: resource conceptualization and resource development. Heterogeneity spawns performance differences that can be explained ex ante from characteristics of managerial decision-making processes. We illustrate the approach in a simulated decision-making environment representing a highly competitive and dynamically complex industry. Results from repeated simulation experiments conducted with executive and MBA students show vast differences in performance among firms, even when they started with identical resource positions. In a departure from traditional resource-based literature, we explain how these differences stem from path dependent accumulation of resources and spontaneous variety in the way rivals conceptualize resources. Copyright © 2010 John Wiley & Sons, Ltd
700	1		_aMORECROFT, John D. W _945929
773	0	8	_tStrategic Management Journal _g31, 11, p. 1164-1182 _dU.S.A : Wiley-Blackwell, nov. 2010 _xISSN 01432095 _w
942			_cS
998			_a20111110 _b1811^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c40980 _d40980
041			_aeng