Competitive dynamics (CD) and the resource-based view (RBV) emerged simultaneously from the study of strategy more than three decades ago. The two subfields have advanced since then to occupy established positions in strategic management. Generally, CD is outward-focused and interested in a firm’s moves and countermoves in the marketplace. The RBV looks inward, examining a firm’s internal organizational capabilities, its tangible and intangible resources. They have mostly been investigated independently; rarely have researchers put together the two pieces of internal capabilities and external competitive profile. Consequently, we have only a fragmented snapshot of the firm’s core strategic elements and behaviors. Here, we compare and contrast the two perspectives along a number of dimensions such as focus of attention and conception of competitive advantage. Based on this understanding, we explore the CD-RBV interface, specifically how central elements of these research streams may be considered jointly to expand our understanding of firm behaviors and outcomes. We highlight limitations and lapses in the literature and suggest directions for future researchers interested in developing new theories connecting the intellectual boundaries of these two important strategy subfields.

竞争动力学（CD）和基于资源的观点（RBV）从三十几年前的战略研究中同时出现。从那时起，这两个子领域就取得了进步，在战略管理中占据了既定的位置。通常，CD面向外部，并且对企业在市场中的行动和反行动感兴趣。RBV向内看，检查公司的内部组织能力，其有形和无形资源。他们大多已被独立调查。研究人员很少将内部能力和外部竞争能力这两个方面放在一起。因此，我们对公司的核心战略要素和行为只有零散的快照。这里，我们在多个维度上比较和对比了这两种观点，例如关注的焦点和竞争优势的构想。基于这种理解，我们探索CD-RBV界面，特别是如何共同考虑这些研究流的核心要素，以扩大我们对公司行为和成果的理解。我们重点介绍了文献中的局限性和不足之处，并为有兴趣开发连接这两个重要策略子领域知识边界的新理论的未来研究人员提供了指导。