Three generic resource-based strategies

The heterodox resource-based approach differs from the orthodox outside-in approach in that the performance of a firm is regarded as the result of the competitive value of its resources rather than a function of the character istics of the environment in which it operates. Intangible resources, such as intellectual capital, arise in this framework as idiosyncratic resources from which a firm captures rent. Relying on the resource-based theory, thi s paper suggests that three generic resource-based strategies should be dis tinguished: 1 the market stretcher, 2 the techno explorer, 3 the full deployer. The examination of a set of case studies tends to show that high growth is usually reached through a commitment to a full deployment strategy. All thr ee are intrinsically oriented towards innovation.