Why firms difference in preference even having apparently same environment and resources.” Awais Bajwa

2. Sequence of Presentation
 Problem Statement
 Basic Terminologies
 Approaches
 Analysis
 Gap
 Dissimilarities
 Results and SAP
 Combined application of PBV and SAP
 Conclusion

3. Problem Statement
“Why firms difference in preference even having
apparently same environment and resources.”
In order to address this question different approaches of
strategic management are discussed, which are
 Practice-Based View (PBV)
 Strategy As Practice (SAP)
 Resource Based View (RBV)

4. Basic Terminologies
Practice
The actual application or use of an idea, or method as apposed to
theories relating to it.
Strategy
A plan of action designed to achieve a long term or overall aim.
Practice Based View (PBV)
It explains the preference based on things that are imitate.
Strategy As Practice (SAP)
Explains the detail of internal organizational process related to
strategy.
Resource Based View (RBV)
Explains sustained competitive advantage based on the things
that things are hard or impossible to imitate.

5. Approaches
In order to get logical results following approaches are discussed,
I. It has been attempted to clarify that all the above discussed
definitions are considered different in different organizations. e.g,
 Resources does’t mean capital in all the cases.
 Firms consider different aspects of risk even for one specific item. eg
financial risk has different definitions.
II. Criticism (Jarzab criticism of bromiley PBV).
Practice has different meaning in SAP, PBV, however PBV include many
processes identified in SAP. It is also discussed in paper that Jarzab
only criticizing for sake of criticism,
 SAP
In depth analysis of the details of internal strategic processes.
 PBV
To understand on organization performance of using a broader set of
practices.

6. Analysis
 Analogy
 Medical analogy
 Large sample and ER(PBV)

7.  Mediating Variables.
Causes the mediation in the dependent and independent
variable. It explains the relationship between ID and DV.
 Moderating Variables (M)
Is a third variable that affects the strength of relationship
between DV and IV. In co-reaction, a moderator is a third
variable that affects the correlation of 02 variable.

8.  GAP:
Let us first note that the figures in Bromiley and Rau (2014) and
Jarzabkowski et al. (2015) are schematic and not intended to be
complete representations of the possible relations. For example,
neither figure 1 nor 2 addresses the important issues around decisions
to adopt practices. In figure 1, Bromiley and Rau (2014) neglect
feedback.
 Dissimilarities:
 Concept of practice “in both streams of research is different”. The PBV and
SAP differ substantially in how they view practices in organizations.
Practice in the SAP research studies refers “both to the situated doings of
the individual human beings (micro) and to the different socially defined
practices (macro) that the individuals are drawing upon in these doings”
(Jarzabkowski et al., 2007: 7)
 The PBV and SAP different substantially in how they view practice in
organizations.
 SAP---- micro level (Individual how bing and see).

9. Results and SAP
PBV as fundamentally different approaches to strategy
research.
 The SAP approach builds on a long tradition in
strategy scholarship of detail, largely qualitative,
studies of how the strategy process unfolds in firms.
 The PBV aims to add to another long tradition in
strategy scholarship of quantitative studies association
macro-strategic variables with firm performance.
 Bromiley and Rau (2014) present the PBV as an
alternative to the RBV’s emphasis on sustained
competitive advantage and inimitable resources.

10. Managerial Problems
It is not trivial to identify what specific practices
associate with what performance outcomes, and
managers seldom have the data or tools to handle this
problem properly.
Strategy scholars often produce the first reliable
evidence of the impact of specific practices on firm
performance.

11. Combined Application of PBV and SAP
 SAP research, with its focus on practices as embedded in their
organizational context, adds detail to the broader PBV idea that
publicly known practices can account for differences in firm
performance.
 As we noted earlier, Bromiley and Rau (2014) not only acknowledge this
contribution of the SAP but also note that, in addition to studying the
details of a practice, there is value in lage-scale empirical studies that
establish the usefulness of specific practices across populations of
organizations.
 Together, both the SAP and the PBV can lead to a richer understanding
of why firms differ in performance.

12. Conclusion
 Close to what matters to workers.
 In between knowing and knowledge.
 The excessive focused on knowledge detected from the
situation knowing actions in which such knowledge is
needed and used as,
 Knowledge Management as a tangible, stock or
quantity.
PBV Designing Effective Use of
Worker
Adventures
Reducing
Complexities

13. Conclusions
 Separate knowledge of something from use of that
thing.
 Knowledge is entity and can be transmitted.
 Knowledge has meaning it self.