Resource‐based strategy and managerial power in networks of internationally dispersed technology units

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.