A holistic approach to acquisition of strategic resources

Abstract

PurposeThe aim of this article is to provide a holistic framework for the acquisition of strategic resources.Design/methodology/approachThe literature dealing with resource creation is reviewed and analyzed from a resource‐based point of view. The major methods of acquiring resources are identified through the literature review and the applicability of the framework proposed is illustrated with an empirical example.FindingsThree ways of acquiring strategic resources are identified – direct investments, organizational processes, and product market positioning. All three ways of acquisition can be intentional or unintentional. Arguments for using this six‐dimension scale are provided through deductive reasoning, literature review, and the empirical example.Research implications/limitationsThe study identifies the six dimensions of strategic resource acquisition. However, integration of these dimensions is not a subject addressed in this study. Cluster analysis of companies according to these dimensions could enhance our understanding of the characteristics of companies regarding resource acquisition.Originality/valueWhereas previous studies have generally used a single‐theory approach, this study highlights the importance of having a holistic outlook when analyzing resource‐based competitive advantages.