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Although resources are instrumental to a competitive advantage, management must effectively bundle and deploy an organization's resources for an advantage to be realized. Despite their importance, little research has examined these managerial actions. Using a sample of competitive dyads, we tested theory regarding the effects of rivals' comparative resource stocks and managers' bundling and deployment actions on competitive outcomes. Results indicate that both comparative advantages in resourcedoi:10.5465/amj.2008.34789656 fatcat:oljww5zvizahdln2t3s4q4wige