Another look at strategy-Structure relationships:: The resource-Based view

The authors argue that the creation and sustaining of a firm's competitive advantage must be heavily based on the dynamics of how the firm's resources are acquired and managed. Such a resource-based view leads into a study of the relationships between organizational learning and competitive advantage. Similarly, it requires greater integration of strategies and organizational structure. A case study of Salomon, a French manufacturer of outdoor sports equipment, is presented which illustrates very well how an analytical framework which integrates the concepts of competencies, organizational capabilities, organizational structure, and organizational learning, can explain this and similar firms' success.