Acar, Avni ZaferZehir, Cemal2024-05-252024-05-252010201611-16992029-443310.3846/jbem.2010.342-s2.0-79957847376https://doi.org/10.3846/jbem.2010.34https://hdl.handle.net/20.500.14517/683ACAR, A.Zafer/0000-0003-4538-4944;Resource-based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing-sales, information system, logistics and external relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined.eninfo:eu-repo/semantics/openAccessresource-based viewbusiness capabilitiescompetitive strategiescompetitive advantagestructural equation modelingArticleQ2Q1114689711WOS:000286491200009