IT-business Alignment and Resource-based View of Competitive Advantage: Intangible Assets of Korean SMEs

The key to sustaining a competitive advantage through effective management is working with people.  Especially dealing with sport management and marketing, concepts such as organizational culture and reputation are identifying strategic assets that are intangible resources.  These concepts form the basis on the strategic theory behind the Resource-based View (RBV) of the firm.  Strategic assets are intangible since they are inherently hard to duplicate, since duplication requires the inputs of how an object reacts with all the senses.  Intangible assets are, by their very nature, ‘unknowable’ in the purest sense and, thus, difficult to duplicate.  In addition, intangible assets are rare in that the variations that will be found within will be profound from owner to owner.  The organizational cultures and reputations of the Duke University and the University of Cincinnati were compared, since they have petitions for national level basketball, but radically different organizational cultures.  What constitutes organizational culture in one organization will have differences not present in another’s culture, thus allowing for some teams to maintain a sustainable competitive advantage.

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INTELLECTUAL CAPITAL AS THE SOURCE OF COMPETITIVE ADVANTAGE: THE RESOURCE-BASED VIEW

Facta Universitatis Series Economics and Organization ◽

10.22190/fueo1702127r ◽

2017 ◽

pp. 127 ◽

Cited By ~ 2

Author(s):

Tamara Radjenović ◽

Bojan Krstić

Keyword(s):

Competitive Advantage ◽

Intellectual Capital ◽

Intangible Assets ◽

Resource Based View

The concepts of intellectual capital and competitiveness are widely studied issues among researchers during the last few decades. Intangible assets have been proved to be the fundamental source of value and competitiveness in modern enterprises. Intellectual capital is a valuable invisible resource which drives firm’s growth and provides superior value for stakeholders. Therefore, the aim of the paper is to examine the role the intellectual capital has in creating and sustaining competitive advantage of enterprises from the resource-based perspective.

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Resource-based view model implementation toward business competitiveness (Case study in mushroom SMEs in Malang, Indonesia)

Advances in Food Science, Sustainable Agriculture and Agroindustrial Engineering ◽

10.21776/ub.afssaae.2021.004.01.3 ◽

2021 ◽

Vol 4 (1) ◽

pp. 18-24

Author(s):

Ardaneswari Dyah Pitaloka Citraresmi ◽

Andan Linggar Rucitra ◽

Novi Haryati ◽

Faizatul Amalia

Keyword(s):

Competitive Advantage ◽

Strong Influence ◽

Intangible Assets ◽

Partial Least Square ◽

Least Square ◽

Company Performance ◽

Resource Based View ◽

Strategic Resources ◽

Tangible Assets ◽

Business Competitiveness

Mushroom is one of the main commodities of agroindustry which experienced an increase in production due to the existence of consumer awareness to consume healthy products. The popularity causes the development of the mushroom processing industries in Malang. To improve the quality of products, mushroom SMEs need to further develop the company performance. Company performance can be achieved with an effective competitive advantage. Competitive advantage is a factor that a company should have in order to succeed in business. The fundamental source of competitive advantage is assets. This research use a Barney’s theory in determining strategic resources to achieve competitive competitiveness called Resource-Based View (RBV). The purpose of this research are to determine the influence of: (1) tangible assets on competitive advantage strategy, (2) intangible assets on competitive advantage strategy, (3) company capability on competitive advantage strategy, and (4) competitive advantage strategy on company performance. The exploration techniques utilised are quantitative and Partial Least Square (PLS). The results showed that the tangible assets and company capability have a strong influence and positively contribute to competitive advantage strategy, meanwhile intangible assets have a weak influence and negatively contribute to competitive advantage strategy, and competitive advantage strategy has a strong influence and positively contributes to company performance.

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Intangible Assets Disclosure Among Malaysian Technology Companies: A Resource Based View

10.15405/epsbs.2018.07.02.1 ◽

2018 ◽

Author(s):

Jayasri Maandi

Keyword(s):

Intangible Assets ◽

Resource Based View

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Analisis Resources Based View (RBV) Studi Kasus: Pada Yayasan Pendidikan GKPS

Manajemen : Jurnal Ekonomi ◽

10.36985/manajemen.v2i1.305 ◽

2020 ◽

Vol 2 (1) ◽

pp. 1-17

Author(s):

Relahati Giawa ◽

Liharman Saragih

Keyword(s):

Competitive Advantage ◽

Resource Based View ◽

Purposive Sampling

Abstrak: Gereja Kristen Protestan Simalungun (GKPS) mengambil peran didalam membentuk, mendidik, dan mencerdaskan anak-anak bangsa dengan mendirikan Yayasan Pendidikan GKPS. Dalam melakukan tugas dan tanggung jawab tersebut Yayasan Pendidikan GKPS mempunyai berbagai strategi untuk boleh bersaing dengan yayasan pendidikan lainnya. Untuk itu perlu adanya suatu pendekatan internal yang meliputi sumber daya (resource) dan kapabilitas (capability) Yayasan Pendidikan GKPS yang dapat menciptakan keunggulan bersaing. Penelitian ini bertujuan untuk: (1) Untuk mengetahui strategi Resources Based View (RBV) dalam peneglolaan Yayasan Pendidikan GKPS, (2) Mengindentifikasi resources dan capability apa yang dimiliki oleh Yayasan Pendidikan GKPS dikaitkan dengan peluang dan ancaman dengan menggunakan kerangka analisis VRIO (Valuable, Rare, Inimitable, Organization) dalam menghadapi persaingan, (3) Mengetahui kondisi resources dan capability dalam bisnis di Yayasan Pendidikan GKPS dalam menghadapi persaingan yang semakin tinggi di masa sekarang maupun yang akan datang dengan menggunakan analisis VRIO (Valuable, Rare, Inimitable, Organization). Penelitian ini dilaksanakan pada Yayasan Pendidikan GKPS. Data dikumpulkan dengan menggunakan metode observasi, wawancara dan dokumentasi dengan penentuan informan secara purposive sampling. Hasil penelitian menunjukkan bahwa Yayasan Pendidikan GKPS memiliki sebanyak 13 sumber daya serta kapabilitas sebanyak 7 jenis berpotensi sebagai keunggulan kompetitif. Hasil analisis memberikan hasil bahwa Yayasan pendidikan GKPS memiliki resources dan capabilities yang masih berada pada kategori competitive parity dan temporary competitive advantage, oleh karena itu dibutuhkan formulasi strategi yang tepat untuk menjadikan resources dan capabilities tersebut menjadi Suistanable competitive advantage. Kata kunci: Resource Based View (RBV), VRIO, Sumber daya, Kapabilitas

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Is Corporate Branding a Strategic Resource that Drives Competitive Advantage? Insights from the Resource Based View (RBV) of the Firm

SSRN Electronic Journal ◽

10.2139/ssrn.1646080 ◽

2010 ◽

Author(s):

Olutayo Otubanjo

Keyword(s):

Competitive Advantage ◽

Corporate Branding ◽

Resource Based View ◽

Strategic Resource

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Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

Journal of Management ◽

10.1177/01492063211003137 ◽

2021 ◽

pp. 014920632110031

Author(s):

Robert E. Ployhart

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Research Needs ◽

Resource Based View ◽

Strategic Human Capital ◽

Specific Performance ◽

Collective Performance ◽

And Performance ◽

Performance Behavior ◽

Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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