Staying competitive within the EU energy sector to realize energy transition and potential sustainable competitive advantage: A resource perspective
(2022) IBUH19 20221Department of Business Administration
- Abstract
- Our research has conducted a comparative cross-case analysis to assess how firm-specific resources can enable the energy transition within firms located in the EU. The multiple-case study was based on data collected from two incumbent energy companies that were founded and headquartered in an EU country (E.ON and Vattenfall). We have chosen a privately owned company and a state-owned company to create a more fruitful reflection on the energy transition from a resource perspective. For this study, we have focused on the resource-based view (RBV), dynamic capabilities, and resource leveraging within the theoretical framework of this research.
We analyzed how E.ON and Vattenfall can utilize their firm-specific resources and facilitate... (More) - Our research has conducted a comparative cross-case analysis to assess how firm-specific resources can enable the energy transition within firms located in the EU. The multiple-case study was based on data collected from two incumbent energy companies that were founded and headquartered in an EU country (E.ON and Vattenfall). We have chosen a privately owned company and a state-owned company to create a more fruitful reflection on the energy transition from a resource perspective. For this study, we have focused on the resource-based view (RBV), dynamic capabilities, and resource leveraging within the theoretical framework of this research.
We analyzed how E.ON and Vattenfall can utilize their firm-specific resources and facilitate resource orchestration to gain a sustainable competitive advantage (SCA). The empirical data was based on 7 interviews where 8 interviewees (4 representatives from E.ON and 4 representatives from Vattenfall) participated and responded based on a semi-structured interview conducted by the researchers themselves. During our study, we were able to identify several firm-specific resources along with their impact from analyzing the empirical data through the RBV, dynamic capability, and leveraging theories. The analysis informed how resources and firms are reaching energy transition goals while maintaining competitive advantage (CA) or SCA in a transitioning market. Both E.ON and Vattenfall have similarities and also some differences stemming from their firm’s resources and firm strategies. We have discussed our findings from a resource perspective to link RBV to dynamic capabilities and leveraging to inform how firms maintain SCA while progressively accomplishing energy transition. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9082229
- author
- Soysa, Deumini LU ; Staehly, Sarah LU and Sun, Zehui LU
- supervisor
- organization
- course
- IBUH19 20221
- year
- 2022
- type
- M2 - Bachelor Degree
- subject
- keywords
- Resource-based view, dynamic capabilities, resource leveraging, energy transition, sustainable competitive advantage
- language
- English
- id
- 9082229
- date added to LUP
- 2022-08-01 12:56:44
- date last changed
- 2022-08-01 12:56:44
@misc{9082229,
abstract = {{Our research has conducted a comparative cross-case analysis to assess how firm-specific resources can enable the energy transition within firms located in the EU. The multiple-case study was based on data collected from two incumbent energy companies that were founded and headquartered in an EU country (E.ON and Vattenfall). We have chosen a privately owned company and a state-owned company to create a more fruitful reflection on the energy transition from a resource perspective. For this study, we have focused on the resource-based view (RBV), dynamic capabilities, and resource leveraging within the theoretical framework of this research.
We analyzed how E.ON and Vattenfall can utilize their firm-specific resources and facilitate resource orchestration to gain a sustainable competitive advantage (SCA). The empirical data was based on 7 interviews where 8 interviewees (4 representatives from E.ON and 4 representatives from Vattenfall) participated and responded based on a semi-structured interview conducted by the researchers themselves. During our study, we were able to identify several firm-specific resources along with their impact from analyzing the empirical data through the RBV, dynamic capability, and leveraging theories. The analysis informed how resources and firms are reaching energy transition goals while maintaining competitive advantage (CA) or SCA in a transitioning market. Both E.ON and Vattenfall have similarities and also some differences stemming from their firm’s resources and firm strategies. We have discussed our findings from a resource perspective to link RBV to dynamic capabilities and leveraging to inform how firms maintain SCA while progressively accomplishing energy transition.}},
author = {{Soysa, Deumini and Staehly, Sarah and Sun, Zehui}},
language = {{eng}},
note = {{Student Paper}},
title = {{Staying competitive within the EU energy sector to realize energy transition and potential sustainable competitive advantage: A resource perspective}},
year = {{2022}},
}