The resource-based view (RBV) provides a rich framework for analyzing the role of a firm’s tangible and intangible resources in creating and sustaining competitive advantage. As a result, it has been widely used to explain entrepreneurial firms’ strategic choices that generate such an advantage. While researchers have established the usefulness of the RBV, they have overlooked the fundamental question of how entrepreneurial firms manage their resources to gain competitive advantage. This paper examines this issue in the context of independently owned startups, which typically lack resources, are constrained in their access to key resource providers, and have limited experience in assembling and managing resources. Adopting a broader conceptualization of startups’ resource management process, the paper identifies several questionable assumptions in related RBV-based research. Further, recognizing the limits of RBV to determine ex ante the nature and magnitude of entrepreneurs’ resourcefulness when managing their resources, the paper suggests linkages between the RBV and several entrepreneurship frameworks and outlines promising research questions.

基于资源的观点 (RBV) 为分析公司的有形和无形资源在创造和维持竞争优势方面的作用提供了丰富的框架。因此，它被广泛用于解释创业公司产生这种优势的战略选择。虽然研究人员已经确定了 RBV 的有用性，但他们忽略了创业公司如何管理资源以获得竞争优势的基本问题。本文在独立拥有的初创公司的背景下研究这个问题，这些初创公司通常缺乏资源，在接触关键资源提供商方面受到限制，并且在组装和管理资源方面经验有限。采用更广泛的初创企业资源管理流程概念化，该论文确定了基于 RBV 的相关研究中的几个有问题的假设。此外，认识到 RBV 在管理其资源时事先确定企业家足智多谋的性质和程度的局限性，本文提出了 RBV 与几个创业框架之间的联系，并概述了有希望的研究问题。