Beschreibung:
<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p><jats:italic>The purpose of this article is to identify and discuss the practical implications of the resource based view of the firm.</jats:italic></jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p><jats:italic>Review of relevant literature.</jats:italic></jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p><jats:italic>A number of recommendations are put forward and the practical implications constitute the main findings of this study.</jats:italic></jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Practical implications</jats:title><jats:p><jats:italic>The implications can be summarized by these recommendations: diversify based on capabilities and not on the markets you are currently serving, focus on creating value together with your customers based on your resources instead of offering a set of products, integrate HRM practices with strategic management processes. The complexity of imitating resources is also discussed.</jats:italic></jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p><jats:italic>Few publications have set out to develop implications of the resource‐based view from a CEO's point of view. This paper provides an easy‐to‐access review and summary of some of the main implications of the resource‐based view.</jats:italic></jats:p></jats:sec>