Resource‐based strategy and managerial power in networks of internationally dispersed technology units
结合资源基础观、资源依赖理论和领导力模型，分析当重要研发资源转移到海外时，资源权力随之转移，管理者应采用包容性方法应对这一变化。
Abstract A linking of the Resource Based View of the firm, Resource Dependency Theory and the Vroom‐Yetton model of leadership is used to show that when important technical (R&D) resources are located offshore for strategic and efficiency reasons, resource‐based power goes with them. The extra‐national technology units that embody those strategically important resources should be managed with inclusive methods that respect that power shift. Theoretical, empirical and managerial implications are drawn from this analysis. Copyright © 2001 John Wiley & Sons, Ltd.