Capabilities, Configurations, and Leveraging Strategies: an Investigation of the Leveraging Process of Resource Orchestration
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Resource orchestration research has focused primarily on aspects associated with the structuring and bundling of resources to form capabilities. However, questions remain regarding the theoretical and empirical underpinnings of the leveraging process, particularly as it relates to the types of capabilities needed to form capability configurations that are coordinated and deployed. Further, principles of configuration theory have yet to be applied to the resource-based view of the firm. Herein, I propose a study to (1) conceptualize and operationalize specific firm-level capabilities, (2) draw upon configuration theory to explain how these capabilities are coordinated into capability configurations in preparation for the deployment of specific leveraging strategies, and (3) examine the relationship between leveraging strategy and firm performance. I propose a typology of capability configuration that varies in the type of capability configurations coordinated based on different alternatives of leveraging strategies. Using data from the National Basketball Association, I find that strategies mediate the relationship between capabilities and performance. This study utilizes the theoretical tenants of the resource-based view of the firm to extend our understanding of capabilities, capability configurations, and leveraging strategies.
Boss, David S (2014). Capabilities, Configurations, and Leveraging Strategies: an Investigation of the Leveraging Process of Resource Orchestration. Doctoral dissertation, Texas A & M University. Available electronically from