scholarly journals Inter-Firm Resources and Sustained Competitive Advantage

2004 ◽  
Vol 15 (1) ◽  
pp. 53-73 ◽  
Author(s):  
Stephan Duschek
Keyword(s):  
Competitive Advantage ◽  
Firm Resources ◽  
Sustained Competitive Advantage

scholarly journals SUMBERDAYA PENDORONG KEUNGGULAN BERSAING PERUSAHAAN

2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Cut Nina Rostina
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Major Area ◽  
Firm Resources ◽  
Sustained Competitive Advantage ◽  
Strategic Resources ◽  
Over Time

AbstractUnderstanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicator of the potential of firm resources to generate sustained competitive advantage- value, rareness, imitability, and substitutability- are discussed.Keywords: resources based view, kompetensi, sumberdaya

Firm Resources and Sustained Competitive Advantage

1991 ◽  
Vol 17 (1) ◽  
pp. 99-120 ◽  
Author(s):  
Jay Barney
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Advantages ◽  
Major Area ◽  
Firm Resources ◽  
Resource Model ◽  
Sustained Competitive Advantage ◽  
Strategic Resources ◽  
Over Time

Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.

Global competition of an organization: Managerial analysis of IBM’s global operations under the concepts - value chain, value network and value shop

2021 ◽  
Vol 9 (3) ◽  
pp. 99-115
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Value Chain ◽  
Joint Ventures ◽  
Global Competition ◽  
Value Network ◽  
Goods And Services ◽  
Sustained Competitive Advantage ◽  
Global Operations

Globalization has been one of the strategies many organizations looking to achieve competitive advantage in their markets of operation have been implementing. It has been in existence since the Europeans and Americans started to move into other continents to conquer nations within those continents. Globalization involves the movement of an organization to other parts of the globe in order to utilize the opportunities normally available in those countries for manufacturing of products and trading. There are many strategies through which organizations could use to go global. However the most popular strategies are alliances, acquisitions, mergers and joint ventures.  Most organizations which go global usually look for how they could cut cost by utilizing the cheaper natural and human resources available in those countries for production of goods and services. These organizations which go global are called multi-national companies (MNCs), as they usually have assets in the countries they operate from. Some organizations have been able to benefit substantially from globalization, whilst others not. The successful organizations have been able to achieve competitive advantage and some of them have even been able to attain sustained competitive advantage in their fields of operation.

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