By Petter Gottschalk
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The activity-based and resource-based theories are similar, as they both attempt to explain how ﬁrms attain superior positions through factors that increase ﬁrm differentiation or lower ﬁrm cost. While drivers and resources share a common goal of achieving and sustaining superior positions, the manner by which they are seen to reach a proﬁtable position is different. With the resource-based theory, it is the possession or control of strategic resources that allow a ﬁrm to gain a proﬁtable position.
Montgomery, C. A. (1997). Corporate strategy: Resources and the scope of the ﬁrm. Chicago: McGraw-Hill. Damianides, M. (2005). Sarbanse-Oxley and IT governance: New guidance on IT control and compliance. Information Systems Management, 22(1), 77-85. , & Palay, T. (1991). Tournament of lawyers: The transformation of the big law ﬁrms. Chicago: University of Chicago Press. , & Kumaraswamy, A. (2005). Vicious and virtuous circles in the management of knowledge: The case of Infosys Technologies.
3. Problem ﬁnding and acquisition involves working with the customer to determine the exact nature of the problem or need. It involves deciding on the overall plan of approaching the problem. Problem solving is the actual generation of ideas and action (or treatment) plans. Choice represents the decision of choosing among alternatives. While it is the least important primary activity of the value shop in terms of time and effort, it is also the most important in terms of customer value. Execution represents communicating, organizing, and implementing the decision, or performing the treatment.
Business Dynamics in Information Technology by Petter Gottschalk