Organization Science
HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS
 QUICK SEARCH:   [advanced]


     


ORGANIZATION SCIENCE
Vol. 14, No. 2, March-April 2003, pp. 192-207
DOI: 10.1287/orsc.14.2.192.14991
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Download to citation manager
Right arrow reprints & permissions
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Knott, A. M.
Right arrow Articles by Posen, H. E.
Right arrow Search for Related Content

On the Strategic Accumulation of Intangible Assets

Anne Marie Knott, David J. Bryce, Hart E. Posen

The Wharton School, University of Pennsylvania, 2023 Steinberg Hall-Dietrich Hall, Philadelphia, Pennsylvania 19104-6370
Marriott School of Management, Brigham Young University, 790 TNRB, Provo, Utah 84602
The Wharton School, University of Pennsylvania, 2000 Steinberg Hall-Dietrich Hall, Philadelphia, Pennsylvania 19104-6370

knott{at}wharton.upenn.edu
dbryce{at}byu.edu
hposen{at}wharton.upenn.edu

The resource-based view holds that firms can earn supranormal returns if and only if they have superior resources and those resources are protected by some form of isolating mechanism preventing their diffusion throughout industry. One isolating mechanism that has been proposed for intangible assets is their accumulation process. The hypothesis is that intangible assets are inherently inimitable because would-be imitators need to replicate the entire accumulation path to achieve the same resource position. Thus, entrants can never catch up to incumbents.

An interesting challenge to this hypothesis is counterfactual evidence that entrants sometimes outperform incumbents. Such counterfactual evidence should not exist if the theory is strictly correct. This paper attempts to reconcile resource accumulation theory with the counterfactual evidence. We do so by building an intermediate good-production function for a firm's intangible asset stocks. We test the contribution of the intangible asset stock to the firm's final good-production function and examine the extent to which that asset stock deters rival mobility in the pharmaceutical industry.

We find that the asset accumulation process itself cannot deter rivals, because asset stocks reach steady state rather quickly. Entrants can achieve an incumbent's intangible asset stock merely by matching its investment until steady state. Thus, we conclude that the accumulation process per se is not an isolating mechanism. While this is perhaps the most important contribution, another contribution is an empirical methodology for characterizing the accumulation function.

Key Words: Resource-Based View; Intangible Assets; Asset Stocks; R&D Productivity; Mobility Deterrence



This article has been cited by other articles:


Home page
Organization ScienceHome page
A. M. Knott and H. E. Posen
Firm R&D Behavior and Evolving Technology in Established Industries
Organization Science, March 1, 2009; 20(2): 352 - 367.
[Abstract] [PDF]


Home page
Management ScienceHome page
A. M. Knott
R&D/Returns Causality: Absorptive Capacity or Organizational IQ
Management Science, December 1, 2008; 54(12): 2054 - 2067.
[Abstract] [PDF]


Home page
Family Business ReviewHome page
D. G. Hoopes and D. Miller
Ownership Preferences, Competitive Heterogeneity, and Family-Controlled Businesses
Family Business Review, June 1, 2006; 19(2): 89 - 101.
[Abstract] [PDF]


Home page
Family Business ReviewHome page
D. Miller and I. Le Breton-Miller
Family Governance and Firm Performance: Agency, Stewardship, and Capabilities
Family Business Review, March 1, 2006; 19(1): 73 - 87.
[Abstract] [PDF]


Home page
Strategic OrganizationHome page
O. Branzei and S. Thornhill
From ordinary resources to extraordinary performance: environmental moderators of competitive advantage
Strategic Organization, February 1, 2006; 4(1): 11 - 41.
[Abstract] [PDF]




HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS
Copyright © 2003 by INFORMS.