Comparer des méthodes

	Tobin's Q Firm Value Analysis	Resource-Based View (VRIO) Operationalization
Domaine	Management stratégique	Management stratégique
Famille	Regression model	Process / pipeline
Année d'origine	1981	1991
Auteur d'origine	Eric B. Lindenberg & Stephen A. Ross; Kee H. Chung & Stephen W. Pruitt	Jay B. Barney
Type	Market-valuation ratio used as a firm performance and rent measure	Diagnostic framework for assessing resource-based competitive advantage
Source fondatrice	Lindenberg, E. B., & Ross, S. A. (1981). Tobin's q Ratio and Industrial Organization. Journal of Business, 54(1), 1-32.	Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
Alias	Tobin's Q Ratio Analysis, Market-to-Replacement-Cost Analysis, Q-Ratio Firm Performance Measure, Approximate Tobin's Q	RBV Operationalization, VRIO Resource Audit, Value-Rarity-Imitability-Organization Analysis, Resource-Based Competitive Advantage Assessment
Apparentées	3	3
Résumé	Tobin's q is the ratio of a firm's market value to the replacement cost of its assets, and it serves in strategy and industrial organization as a forward-looking measure of value creation and economic rent. A q above one means the market values the firm at more than it would cost to rebuild its assets, signaling that the firm earns rents -- from market power, brands, technology, or hard-to-replicate capabilities -- beyond the competitive return on capital. Lindenberg and Ross's 1981 study brought q into empirical industrial organization, developing an algorithm to estimate the replacement cost of assets and showing how q relates to monopoly power and barriers to entry. Because exact replacement costs are laborious, Chung and Pruitt's 1994 paper introduced a simple approximation built entirely from standard accounting and market data that tracks the exact measure closely, making q practical for large-sample research on firm performance.	The resource-based view (RBV) explains why firms in the same industry persistently differ in performance: competitive advantage flows from internal resources and capabilities that are valuable, rare, costly to imitate, and exploited by an organization built to use them. Jay Barney's 1991 article gave the theory its rigorous form, arguing that for a resource to yield sustained advantage it must satisfy the value, rareness, inimitability, and non-substitutability conditions, and identifying history-dependence, causal ambiguity, and social complexity as the barriers that keep rivals from copying it. His 1995 practitioner article reframed the test as the VRIO framework -- value, rarity, imitability, and organization -- turning the theory into a usable diagnostic: a sequence of questions managers and researchers ask of each resource to determine whether it produces a competitive disadvantage, parity, a temporary advantage, or a sustained advantage. Operationalizing RBV means systematically auditing a firm's resources against these questions and mapping the answers to competitive implications.