Skip to main content
Article thumbnail
Location of Repository

What Does Value Mean and How is it Created, Maintained and Destroyed?

By Cliff Bowman and Veronique Ambrosini


In this paper we suggest that 'value' has a different meaning for different stakeholders and that if the firm operates in line with investor interests, it acts as both customer and supplier and its motivations will reflect these roles. We then consider internal activities that reflect these motivations. Other activities maintain the firm, and some destroy value. Implications for the RBV are explored

Year: 2003
OAI identifier:
Provided by: Cranfield CERES

Suggested articles


  1. (2001). A pointed commentary on Priem and Butler.
  2. (1984). A resource-based view of the firm. doi
  3. (1993). Beyond the M-form: Toward a managerial theory of the firm. doi
  4. (2002). Call for Paper New value creation,
  5. (1990). Causal ambiguity, barriers to imitation and sustainable competitive advantage. doi
  6. (2001). Competencies and firm performance: examining the causal ambiguity paradox. doi
  7. (1985). Competitive advantage: creating and sustaining superior performance. doi
  8. (1991). Exploration and exploitation in organizational learning. doi
  9. (1991). Firm resources and sustained competitive advantage. doi
  10. (1993). Group and organisational learning curves. doi
  11. (1998). Human capital, social capital and firm dissolution. doi
  12. (1994). Human resource systems and sustained competitive advantage. doi
  13. (1994). Human resources and sustained competitive advantage: a resource-based perspective. doi
  14. (1997). Intellectual capital. The proven way to establish your company's real value by measuring its hidden brainpower. London: Piatkus doi
  15. (1970). Intervention theory and method. doi
  16. (2001). Is the resource-based "view" a useful perspective for strategic management research? doi
  17. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. doi
  18. (1995). Looking inside for competitive advantage. doi
  19. (1986). Organizational culture: can it be a source of sustained competitive advantage?. doi
  20. (1999). Organizational learning; creating, retaining and transferring knowledge. doi
  21. (1990). Overcoming organizational defences.
  22. (1962). Personal knowledge, towards a post critical philosophy. doi
  23. (1995). Producing sustainable competitive advantage through the effective management of people. doi
  24. (2000). Prospering in dynamically competitive environments: organizational capability as knowledge integration. doi
  25. (1999). Rethinking research methods for the resource-based perspective: isolating sources of sustainable competitive advantage. doi
  26. (2003). revised version
  27. (1991). Situated learning: Legitimate peripheral participation. doi
  28. (1998). Social capital, intellectual capital and the organizational advantage. doi
  29. Strategic assets and organisational rents. doi
  30. (1984). Strategic management: a stakeholder perspective. doi
  31. (2001). Tautology in the resource-based view and the implications of externally determined resource value: further comments, doi
  32. (1993). The cornerstone of competitive advantage: a resource-based view. doi
  33. (1990). The Fifth Discipline. doi
  34. (1992). The intelligent enterprise: a knowledge and service-based paradigm for industry.
  35. (1991). The knowledge-creating company. doi
  36. (1997). The new organizational wealth. Managing and measuring knowledgebased assets. San Francisco: Berrett-Koehler Publishers 31Bowman and Ambrosini AoM doi
  37. (2002). The resource-based view: origins and implications. In
  38. (1959). The theory of growth of the firm. doi
  39. (2001). The" business-level RBV: Great Wall or Berlin Wall?
  40. (2001). Toward a synthesis of the resource-based and dynamic capability views of rent creation. doi
  41. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.