Strategic resources and firm performance

Purpose Numerous studies have set out to examine the relationship between strategic resources and firm performance. The traditional VRIO attributes have been the point of departure in most resource‐based studies. This paper sets out to argue that the relationship between resources and performance is more complex. Thus, the purpose of this paper is to illustrate the complex relationship between a strategic resource and firm performance by providing an overview of different factors that can influence this relationship. Design/methodology/approach Relevant literature is reviewed and discussed. Findings It was found that five criteria must be fulfilled for resources to generate superior performance. These are identified and discussed. These criteria fit with existing resources, management capability, marketing capability, firm appropriation of rent, and non‐competitive disadvantages. Research limitations/implications By using the criteria identified, resource‐based theory can become less tautological. Also, the criteria highlight the importance of resource utilization and appropriation of resource‐based rents. Practical implications The paper could contribute to an increased awareness among practitioners of the importance of focusing on factors which are additional to the VRIO‐attributes when analyzing potential strategic resources. The criteria provide an easy‐to‐access framework for strategic analysis. Originality/value Whereas some specific aspects of the relationship between the possession of resources and firm performance have been reviewed in some RBT contributions, few studies have addressed the issue using a more holistic approach. Thus, this paper affords a broader approach on the relationship between strategic resources and firm performance.