Application of Resource-Based View Theory in Assessing of Efficiency of Companies Accepted in Tehran Stock Exchange by Data Envelopment Analysis
الموضوعات :
Zahra Moradi
1
(Department of Accounting, Damavand Branch, Islamic Azad University, Damavand, Iran)
Mona Ghilavi
2
(Department of Accounting , Damavand Branch, Islamic Azad University, Damavand, Iran)
Mohammad Hamed Khan Mohammadi
3
(Department of Accounting, Damavand Branch, Islamic Azad University, Damavand, Iran)
Zohreh Hajiha
4
(Department Of Accounting, East Tehran Branch, Islamic Azad University, Tehran, Iran)
الکلمات المفتاحية: Resource-based view (RBV) theory, Competitive Advantage, Data Envelopment Analysis (DEA),
ملخص المقالة :
Resource-based view (RBV) theory analyzes and interprets company's resources in order to find out how organizations gain a competitive advantage. This theory fo-cuses on the implications of the complicated features of a company as the resources for excellent performance and comparative advantage. According to this view, capa-bilities and resources of the company are the main factors in explaining the func-tional results or competitive advantage. Resources can be considered as inputs which enable companies to do their activities. The purpose of this research is to introduce a resource-based theory for calculating the efficiency score of accepted companies in Tehran Securities Exchange by using Data Envelopment Analysis (DEA). In this regard, the financial statements of 190 companies accepted in the exchange for the 2009 – 2018 period have been analysed. Efficiency indicators, which include 4 categories of resources (10 inputs) and 5 outputs, have formed the axis of the mentioned technique. The results of implementing this model for compa-nies with the efficiency score of one, indicates first a minimal input consumption compared to competing companies in the same industry while producing more out-put, and second, using the resource-based view theory (integration of tangible and intangible resources) enables the company to push the boundaries of efficiency. Finally, it can be said that utilizing minimum and maximum resources simultaneous-ly leads to a focus strategy-type competitive advantage.
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