scholarly journals The resource-based view: a tool of key competency for competitive advantage

2019 ◽  
Vol 17 (3) ◽  
pp. 143-152
Author(s):  
Akwesi Assensoh-Kodua
Keyword(s):  
Competitive Advantage ◽  
Expert Knowledge ◽  
Organizational Management ◽  
Business Environment ◽  
Research Approach ◽  
Sustainable Competitive Advantage ◽  
Organizational Setting ◽  
Cross Sectional ◽  
Modest Improvement ◽  
Resource Based View

The increasing turmoil in the external organizational setting or business environment has focused attention on capabilities and resources as the primary source of competitive advantage. Obviously, this statement points to the application of the resource-based view (RBV) of organizational management. Nevertheless, what constitutes RBV remains an illusion in many quarters of organizational management, as scholars have managed to put up their personal ideas, and managed to converge on phenomenon-driven theories, in addition to RBV. This paper reviews the concepts of RBV in light of knowledge management to highlight some critical pitfalls that might have eluded the research community on the subject matter of RBV. To this end, this paper’s educational value lies in the fact that it simplifies the concept of RBV to the new researcher in a fashion that is capable of appealing to his or her level. A cross-sectional qualitative research approach was employed in an effort aimed at understanding the role of RBV in creating a sustainable competitive advantage and key competencies. A total of 20 relevant articles were searched from different databases and search engines, including Scopus, EBSCO, ABI Inform, IEEE, PubMed, Science Direct, SABINET, IEEE, Bing, Science Direct, and Google Scholar. The findings indicate that RBV plays an important role and assists organizations not only create, nurture, and maintain competitive advantage, but also understand the collective resources needed to compete favorably in a globalized and highly competitive market. With expert knowledge workers at its core to provide support for knowledge creation, sharing, and utilization, the RBV principles discussed in this paper promise to guarantee a methodological step geared towards the achievement of competitive advantage. It, therefore, makes an incremental contribution to the RBV to attain modest improvement in organizational settings.

scholarly journals The Management Challenge of Sustaining Competitive Advantage through Innovation in Nigerian Business Environment

2019 ◽  
pp. 1-13
Author(s):  
Ann Ogbo ◽  
Jesse Ezeobi ◽  
Charles Ugbam ◽  
Obinna Okeke ◽  
Kalu Ebere Ume
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Customer Value ◽  
Organizational Innovation ◽  
Business Environment ◽  
Corporate Image ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Goods And Services ◽  
Intellectual Capacity

Organizational learning refers to the sum total of individual and collective learning through training programs, experience, experimentation and work interactions within the organization. Thus, sustainable competitive advantage is the ability to offer superior customer value on an enduring or consistent basis, a situation in which competitors are unable to easily imitate the firm's capacity for value creation. It is worrisome that most literary works have not clearly linked organizational learning with sustainable competitive advantages, as is the case with intellectual capacity (knowledge-based resources) using the resource-based view of the firm. A survey approach was the research design used with particular reference to the South East Zone of Nigeria. Findings revealed that organizational innovation leads to sustained competitive advantage. The Z-statistic value with the corresponding probability value confirms that the organization to a large extent draws its competitive strength jointly from the following factors: creation of new products, changes in way of production, changes in architecture of production, improved ways of sourcing supplies, opening new market opportunities, providing goods and services that others are not yet offering or are not able to copy, being able to offer products of comparable quality at a lower price, maintaining a configuration of resources and capabilities that cannot easily be imitated by competitors, being able to attract customers from competitors due to a positive corporate image and encouraging employees to improve their personal skills. The results total Z-scores in absolute term shows that the listed factors pose challenges to the organization in the process of achieving sustainable competitive advantage through innovation.  For further justification, we proceed to their joint significant analysis adopting the one sample Z-test. The proxies employed in this study for the measurement of sustainability agreed with resource-based view strategies on sustainability of competitive advantage in an unstable business environment.

Fostering sustainability: reinventing SME strategy in the new normal

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Kui Hu ◽  
Daisy Mui Hung Kee
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Resource Based View ◽  
New Normal ◽  
Content Type ◽  
Subsequent Performance

Purpose This paper aims to deliberate the significant impacts caused by the COVID-19 pandemic on small and medium enterprises (SMEs). It also discusses SMEs’ practical approaches to capitalise on the renewed opportunity in the new normal by expanding their businesses regionally and globally. This paper also discusses the tactical and strategic interventions SMEs need to take to charge forward. Design/methodology/approach The resource-based view of the firm (Barney, 1991) is used to explain how SMEs develop a sustainable competitive advantage in the new normal. The resource-based view focuses on the link between strategy and firm internal resources. Drawing from the resource-based view of the firm, internal analysis of the resources that are regarded as sources of competitive advantage controlled by the SMEs is imperative in today’s business environment. Based on the resource-based view theory, this paper focuses on reinventing SME’s strategies in the new normal to foster sustainability. Findings Post-COVID-19 pandemic, SMEs must essentially be dynamic, forward-looking and transformational in capturing the regional and global markets’ opportunities. They need to sharpen their internal competencies and realign their effective business strategy in seizing the vast opportunities in the international markets. Practical implications How SMEs respond to COVID-19 has important implications for subsequent performance in the new normal. This study focuses on the different potential SMEs’ reactions to COVID-19 and how their strategy affects SMEs performance and fosters sustainability in the new normal. Social implications The sustainability of SMEs is critical for the nation’s socio-economy. This study offers a holistic view of how SMEs respond to their challenges and help them choose the right business options. Originality/value This paper’s contents are solidly based on accumulated evidence, observation and critical arguments on the impacts caused by the COVID-19 pandemic that caused numerous challenges faced by the SMEs, with a specific focus on SMEs operating in Malaysia.

scholarly journals The Relations between Dynamic Capabilities and Core Competencies on the Case of Polish Companies

2020 ◽  
Vol 10 (3) ◽  
pp. 48
Author(s):  
Paweł Cegliński
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Business Environment ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
End Products ◽  
The Impact ◽  
The Relationship

This article deals with the relationship between dynamic capabilities and core competencies of companies. Both categories extend the resource-based view of the firm. They are difficult to work out, but thanks to their durability and universality they enable to achieve a sustainable competitive advantage. Due to intensive changes in the business environment and increasing difficulty in forecasting them, the importance of adaptability based on both categories increases. The presented results of the research of two leading Polish companies—Panek S.A. and Cukiernia Sowa—are practical examples of the impact of dynamic capabilities on the creation of core competencies and indirectly core and end products and services. The analysis is the basis for improvement of future research.

Sustainable competitive advantage in Construction: Study of Central Region of Parana

2015 ◽  
Vol 8 (2) ◽  
pp. 212 ◽  
Author(s):  
Mário Luis Brunetti ◽  
Gylmar Teixeira ◽  
Marcos De Castro ◽  
Luiz Fernando Lara
Keyword(s):  
Competitive Advantage ◽  
Central Region ◽  
Market Competition ◽  
Research Approach ◽  
Western Region ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Track Record ◽  
Potential Sources

In the fierce market competition, the companies need different strategies that give them a competitive advantage that may result from resources controlled by organization. In this way, search linked to the resource based view (RBV), well founded by Penrose (1959), Wernerfelt (1984) and Barney (1991), allow identifying those resources able to generate competitive advantage. This article seeks to identify the sources of sustainable competitive advantage in the constructing companies in the center-western region of Parana State, through a qualitative research approach we investigated three companies in this sector which are located in the central region of Parana State. For data analysis, we used the VRIO model developed by Barney (2007). In this model, some resources stand out as potential generators of competitive advantages when they are valuable, rare, inimitable and organizational within the context in which they are introduced. The results have shown that companies which operate in this line of business are dependent primarily of ten essential resources and two are introduced as potential sources of sustainable competitive advantage: 1) Experience and track record in the market; 2) Structure, organization and planning.

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

scholarly journals The development of an instructional design model as a strategic enabler for sustainable competitive advantage

2010 ◽  
Vol 41 (1) ◽  
pp. 25-36
Author(s):  
L. Le Roux ◽  
H. Oosthuizen
Keyword(s):  
South Africa ◽  
Instructional Design ◽  
Competitive Advantage ◽  
Fast Track ◽  
Empirical Investigation ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Continuous Change ◽  
Specific Knowledge ◽  
Skilled Workforce

In a business environment of continuous change and in light of a defined need to fast track skills improvement and development in South Africa and Africa, training strategies and practices are under increasing pressure to develop a more productive and skilled workforce. Demands on training and the practices it employs increasingly focus on the alignment with strategic imperatives of organisations and the country.This research presented an instructional design (ID) model positioned in intersection between the positioning-based and resource-based theories and used a multi-disciplinary approach to extend the literature on ID models with the aim to offer measurable improvements in job-specific knowledge and productive behaviour as proxies for sustainable competitive advantage. The research confirmed the contribution of the ID model in this regard and described and substantiated the pivotal link between training and ID models and the application thereof in practice to aid organisations and, by extension, countries, in the achievement and sustainability of competitive advantage. This, the first of two articles, presents not only the theoretical and practical context of the research, but also the development of a revised and advanced ID model. In the second article the ID model will be subjected to empirical investigation and evaluated through the application thereof in a case organisation and a grounded conclusion provided.This is the first in a series of two articles.

Proposed Framework for Research in the Triple A (Agility, Adaptability, Alignment) in Supply Chains

2011 ◽  
pp. 306-321 ◽  
Author(s):  
Ivan Arana-Solares ◽  
Jose Machuca ◽  
Rafaela Alfalla-Luque
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Competitive Advantage ◽  
Business Performance ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Global Business ◽  
The Impact

In the rapidly changing global business environment, it can be seen that supply chain designs based solely on efficiency and speed do not necessarily lead to a sustainable competitive advantage. According to Lee (2004), this can only be done if supply chains are designed to incorporate the Triple A: Agility, Adaptability and Alignment. Although Lee provided some examples, to date his claim has not been empirically tested, which is essential. A number of studies have looked at the three component parts of the Triple A separately, but as yet no studies have focused on all three Triple A components concurrently, or on the impact they have on business performance. The main aim of this chapter is to determine the dimensions and factors that characterize these variables, in order to empirically test the accuracy of Lee’s claim.

scholarly journals KEUNTUNGAN KOMPETITIF ORGANISASI DALAM PERPSEKTIF RESOURCES BASED VIEW (RBV)

2015 ◽  
Vol 11 (2A) ◽  
pp. 1
Author(s):  
Leonardus Ricky Rengkung
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Firm Growth ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Organization Level ◽  
Highly Correlated ◽  
The Relationship

The uncertaintity and environmental dynamics faced by an organization are highly correlated with the firm’s presence in the organization environment.  Every organization has to an ability to analyze the organization environment in finding and maintaining its competitive advantage. There are some perspectives explaining about the relationship an organization and its environment, one of them is Resources-Based View (RBV). This Resources-Based View (RBV) is a perspective of strategic management focusing on organization level resources, having organization idiosyncratic resources and maximizing the overall resources of organization compared to competitor.  These resources can be a source of relational rents and competitive advantage. The RBV theorizes that the accumulation of resource stocks, that are valuable, rare, imperfectly imitable and non-subsitutable.  The resource-based view of the firm provides a useful perspective for explaining firm growth and sustainable competitive advantage. The purpose of this paper is to explain how an organization in finding and maintaining the competitive advantage in the aspect of Resources-based View (RBV).

Dynamic Capabilities

Management ◽  
2020 ◽  
Author(s):  
Anja Tuschke ◽  
Emma Buellet
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Evolutionary Economics ◽  
Empirical Work ◽  
Sustainable Competitive Advantage ◽  
Vast Number ◽  
Resource Based View ◽  
Dynamic Capabilities Perspective

As a relatively young, yet flagship discipline of strategic management, dynamic capabilities research has emerged as one of the central perspectives exploring the foundations of the achievement of sustainable competitive advantage, especially in the context of dynamic environments. Dynamic capabilities are deeply rooted in, and sometimes seen as an extension of, the resource-based view of the firm. The notion that competitive advantage both stems from the exploitation of current capabilities and the development of new ones was already vaguely conceptualized by prominent contributors of the resource-based view such as Edith Penrose and Birger Wernerfelt. However, the idea that there are special capabilities—dynamic capabilities—enabling organizations to build, integrate, or reconfigure their internal and external resource and competence base, was formerly conceptualized in the late 1990s as a separate yet connected stream of research (see Teece, et al. 1997—cited under Seminal Papers—which is titled “Dynamic Capabilities and Strategic Management”). The dynamic capabilities perspective is also strongly connected to evolutionary economics. This is why the field has focused for some time on the exploration of semi-automatic and path-dependent routines as the foundation of dynamic capabilities. However, proponents of the behavioral theory of the firm have criticized this approach and integrated the deliberate human element in the dynamic capabilities perspective (for an overview of the theoretical assumptions underpinning the dynamic capabilities perspective, see the article “Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance”—Augier and Teece 2009, cited under Conceptual Refinements). As a result, various important debates emerged in the community and the field has been generally criticized for its ambiguity, inconsistency, and conflicting assumptions. This is exemplified by the important number of diverging conceptual contributions to the field, still up to this day, and by the relatively late materialization of empirical work. Nevertheless, the vast number of contributions illustrates the necessity to consider dynamism, which underlies the concept of dynamic capabilities, as a key component of competitive advantage and organizational adaption (see the separate Oxford Bibliographies in Management article “Organizational Adaptation”). The key contributors of the dynamic capabilities perspective in management research are, among others, Kathleen Eisenhardt, Constance Helfat, Margaret Peteraf, David Teece, and Sidney Winter. To support scholars to move toward a theory of dynamic capabilities, this bibliography provides an overview of the field, its origin and developments, while highlighting the conceptual and empirical problems that remain to be solved.

scholarly journals Impact of Corporate Social Responsibility on Sustainable Competitive Advantage: A Case Study of Leading Noodle Companies in Nepal

2017 ◽  
Vol 4 (4) ◽  
pp. 275-283
Author(s):  
Dinesh Raj Pant ◽  
Opas Piansoongnern
Keyword(s):  
Corporate Social Responsibility ◽  
Data Collection ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Sustainable Business ◽  
Mutual Cooperation ◽  
Corporate Social

The debate in the field of Corporate Social Responsibility (CSR) in achieving Sustainable Competitive Advantage (SCA) was ongoing from the beginning of the twenty first century. The role of stakeholders and CSR in achieving sustainable business has increased in recent years. The purpose of this qualitative study was to achieve deeper understanding about the CSR initiative that may contribute to achieve SCA for the company. A single case study with three unit of analysis was used to achieve a deeper understanding on how CSR in planned, aligned and implemented in the noodle companies in Nepal and how those initiative may contribute to the company in the form of SCA and to community in the form of societal development.The stakeholder theory was used as theoretical framework with semi structured interview as data collection method. For the data collection purpose, two groups of stakeholders were interviewed. The first group was internal stakeholders including managerial level employees and second group consisted of external stakeholders including suppliers, customers, local community members and environmental activist. The findings of the study clearly indicated that, the strategic approach to CSR contributes to company in the form of SCA and helps in fulfilling the expectations of the local communities. The findings indicated that, stakeholder management is a key tool in today’s business environment and strategic CSR initiatives contributes in sustainable business and mutual cooperation between company and stakeholders.Int. J. Soc. Sc. Manage. Vol. 4, Issue-4: 275-283

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