Over the last few years, the practice of management has witnessed the involvement of customers in the strategy of the firm, becoming one of its core assets. However, academic research focus on that matter remain relatively scarce in the field of strategic management. This research aims at understanding the scope of customers’ input as a resource, and how customers’ integration can be an asset in the construction of competitive advantage. By combining literatures from the resource-based view (RBV) and customers’ participation we highlight the different roles assigned attributed to customers as a resource (CAAR). Based on a multiple case analysis, we propose an exploratory taxonomy of CAAR strategies, which is likely to form the basis for further academic research and a useful tool for managers.
