Valuable, Rare, Inimitable, Non-Substitutable and Exploitable (Vrine) Resources on Competitive Advantage (original) (raw)
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Competitiveness, resources, and capabilities: empirical evidence from retail banking
2011
This research aims to identify and measure bank employee perceptions of the determinants of competitiveness in terms of resources, skills, and capabilities within the retail banking sector. All the 40 branches of a leading Portuguese bankthe Caixa Geral de Depo´sitos-operating in two Portuguese districts were surveyed. Our results show that bank competitiveness differs according to performance evaluation, human resource (HR) planning, the system of incentives, and managerial motivation. They also demonstrate that human capital is a source of success in the business of banks, which relies heavily on stable and enduring relationships with customers. The study also provides recommendations for retail bank managers seeking to refine their HR strategies as a means of improving their competitiveness.
Resource Based View (RBV) of Competitive Advantage: An Overview
RESOURCE BASED VIEW: CONCEPTS AND PRACTICES, Pankaj Madhani, ed, 2010
Abstract: The Resource Based View (RBV) takes an 'inside-out'view or firm-specific perspective on why organizations succeed or fail in the market place. According to RBV, firm's abilities also allow some firms to add value in customer value chain, develop new products or expand in new marketplace. The RBV draws upon the resources and capabilities that reside within the organization in order to develop sustainable competitive advantages. However, not all the resources of firm will be strategic and hence, sources of ...
Resource Based View (RBV) of Competitive Advantage
Resources may be considered as inputs that enable firms to carry out their activities. Internal resources and capabilities determine strategic choices made by firms while competing in their external business environment. Firm's abilities also allow some firms to add value in customer value chain, develop new products or expand in new marketplace. The RBV draws upon the resources and capabilities that reside within the organization in order to develop sustainable competitive advantages. According to RBV, not all the resources of firm will be strategic and hence, sources of competitive advantage. Competitive advantage occurs only when there is a situation of resource heterogeneity and resource immobility.
The emergence of resource-based view of the firm in strategic management during 1980s has become a dominant framework and it shifts our attention from the industry to the firm level as a prime determinant of firms' profitability. The theory is still in the evolving phase and its epistemology is getting richer day-by-day. The paper traces the roots of resource-based view, elucidates its economic logic and presents the critics' views. In addition, the theory's empirical assessment is presented and the methodological concerns of the research are discussed. Finally, its managerial significance is elaborated and a conclusion is drawn with regard to its contribution in the field of strategic management.
2010
This research aims to identify and measure bank employee perceptions of the determinants of competitiveness in terms of resources, skills, and capabilities within the retail banking sector. All the 40 branches of a leading Portuguese bankthe Caixa Geral de Depo´sitos-operating in two Portuguese districts were surveyed. Our results show that bank competitiveness differs according to performance evaluation, human resource (HR) planning, the system of incentives, and managerial motivation. They also demonstrate that human capital is a source of success in the business of banks, which relies heavily on stable and enduring relationships with customers. The study also provides recommendations for retail bank managers seeking to refine their HR strategies as a means of improving their competitiveness.
New directions of development of resource-based view in creating a competitive advantage
2013
The resource-based view which supports endogenous perspective in strategic management has become the focus of interest among scholars. However, criticism directed at the resource-based theory provides basis for separation of the new mainstreams: dynamic capability and relational resources. The aim of the paper is to review the resource-based approach to strategic management and to develop new directions for this approach. Depending on the approach, a competitive advantage in a firm is attained through resources (resource-based view, RBV) or through adjustment to the environment (positioning view). Evolution of the resource-based concept allowed authors to attempt to build a conceptual model that uses exogenous and endogenous orientation of the strategic management in formation of competitive advantage
Creation of competitive advantage in improving the business performance of banking companies
Jurnal Siasat Bisnis
Purpose – This study aimed to examine the impact of innovation, intellectual capital and knowledge management, and competitive advantage on business performance. Design/methodology/approach – This study was conducted in Padang City, West Sumatra, Indonesia. The respondents are bank employees who have worked for more than five years and have structural positions in the company. The data has been collected using a survey with questionnaires. This study got 109 responses out of 135 questionnaires, so the response rate was 80.7%. It employed the Structural Equation Modeling (SEM) approach using Smart-PLS as the data analysis software. Findings – This study found that (1) innovation has a positive and significant effect on competitive advantage; (2) knowledge management has a negative but insignificant effect on competitive advantage; (3) intellectual capital has a positive and significant effect on competitive advantage; and (4) competitive advantage has a positive and significant effec...
Journal of management, 2001
The resource-based view can be positioned relative to at least three theoretical traditions: SCPbased theories of industry determinants of firm performance, neo-classical microeconomics, and evolutionary economics. In the 1991 article, only the first of these ways of positioning the resourcebased view is explored. This article briefly discusses some of the implications of positioning the resource-based view relative to these other two literatures; it also discusses some of the empirical implications of each of these different resource-based theories.
International Journal of Academic Research in Business and Social Sciences
sample of261 respondents from a population. Sample size was calculated using Yamane formula and distributed within the clusters according to Neyman allocation formula. Structured questionnaire was used to collect primary data while secondary data was obtained from published sources such as library, internet and research done by other scholars. Data was analysed using descriptive and inferential statistics. Descriptive statistics like frequencies, mean and standard deviation were used. For inferential statistics, ANOVA and linear Regression were used.The outcome was a probability of R 2 = 0.620 which means there was 62.0 percent probability of organizational competencies predicting competitive advantage. Organization competencies had positive and significant B values of .565.It also had a positive and significant correlation of .787 with competitive advantage. The study recommends that organizational competencies as a predictor of competitive advantage should be ingrained in the organization policies to foment competitive advantage. Thus, banks should embrace competencies and strategically align them to organization policies for competitive advantage.
Resource Based View and competitiveness:An empirical study of the
HAL (Le Centre pour la Communication Scientifique Directe), 2021
As an attempt to investigate the impact between resources and firm competitiveness, we operationalized a theoretical framework of the resource-based view theory along with its impact on competitiveness and empirically tested the three hypotheses derived from it. The framework links together resources which are physical capital resources (physical, technological, plant and equipment), human capital resources (training, experience, insights), and organizational capital resources (formal structure) and SME competitiveness. The results of the empirical study, involving a sample of 431 managers of SMEs, provided evidence for the direct contributions of the resources owed by the company and its contribution and impact in affecting competitiveness. This initial success, with the validated survey instrument of the importance of resources owed by the SME, may serve as the ground for further research in this area.