Role of Firm’s Recourses and Capabilities in

Sustaining Competitive Advantage

1. Introduction....................................................................................................................1

2. The Competitive Advantage Concept..........................................................................2

2.1. Definitions................................................................................................................2

2.2. The Need for Competitive Advantage......................................................................3

2.3. Porter's Five Forces Model.......................................................................................3

2.4. Sources of competitive advantage............................................................................4

2.4.1. Innovation and creativity..................................................................................4

2.4.2. Learning............................................................................................................5

2.4.3. Information collection.......................................................................................5

2.4.4. Control over supply chain.................................................................................6

3. Resources and Capabilities...........................................................................................6

3.1. Resource Based View...............................................................................................6

3.2. Dynamic Capabilities Approach..............................................................................7

3.3. Organizational Resources.........................................................................................8

3.3.1. Tangible Resources...........................................................................................9

3.3.2. Intangible Resources.........................................................................................9

3.4. Organizational Capabilities....................................................................................10

4. Role of Strategy in Achieving Competitive Advantage............................................10

4.1. Creating Competitive Advantage through Resources and Capabilities.................11

4.2. Competitively Valuable Resources........................................................................12

4.3. Capabilities and Competitive Advantage...............................................................15

References.............................................................................................................................16
1. Introduction
The main target for business associations specifically ought to try hard to achieve a
competitive advantage position in respect to their rivals (Ismail, Rose and Abdullah 2012:
151). Globalization of world markets and the internationalization of organizations
definitely prompted changes in the administration of the organizations. Due to this, there
are various difficulties that the organizations must manage keeping in mind the end goal to
survive and make a supportable competitive advantage (Ristovska 2013: 235).

To achieve a competitive advantage level which matches or exceeds that of their

competitors, business associations at first must comprehend their interior qualities and
shortcomings and their future impacts on the company's competitive advantage. With data
on the relative interior qualities and shortcomings of their association, managers can make
strategic decisions that are vital to their business in order to enhance their general position
within the market (Ismail, Rose and Abdullah 2012: 151). Competitive strategy of
organizations comprises methodologies and activities which should be taken keeping in
mind the end goal to pull in more clients and to fulfill their needs, while restricting the
competitors actions as much as possible and reinforce its business sector position
(Ristovska 2013: 235).

The organization strategy and targets are coordinated towards the correct administration
and utilization of resources, lessen of expenses, keeping up market position, taking care of
the requests of the clients and sustaining long haul competitive advantage over its
adversaries. Pursuing these objectives mandates that the organization make good use of
cutting edge innovations and data frameworks, and also legitimate usage, designation and
improvement of resources and capabilities of the organization (Ristovska 2013: 235).

The importance of achieving a competitive advantage within the current business

environment which is characterized by a high level of competition from both domestic and
international rivals is the main motive for conducting this research. Previous research has

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suggested that the wise utilization of recourses and capabilities could lead to achieving a
competitive advantage. The purpose of this research is to confirm the suggestions of hose
past researches. The following structure is used in the organization of this study. The first
section includes information on the concept of competitive advantage. The next section
presents the resources and capabilities and the final section presents how to achieve
competitive advantage through the intelligent use of the organization’s resources and
capabilities.

2. The Competitive Advantage Concept

2.1. Definitions
Competitive advantage exists as a result of the company’s special ability to develop the
best customer value. Thus anything that companies do and that could maximize the
difference between competing companies in an area that enables them to develop better
customer value can then be considered as a possible cause of competitive advantage (Ma
2002: 525).

The feasibility of maintaining competitive advantage has been fundamentally defined as

a state where a company’s competitive advantage cannot be weakened by the actions of its
rivals, as a result of the company having created barriers to prevent the strategy being
copied. A competitive advantage can only be said to be sustainable if it continues to remain
despite the copying practices of rivals (Piccoli & Ives, 2005: 749). Sustained competitive
advantage is the pursuit of a value-creating strategy, which is both unique and difficult to
copy. According to Barney, and considering the dictionary definitions of the terms,
Sustained competitive advantage may be defined as follows: Sustained competitive
advantage is the benefits gained by adoption of a value-creating strategy which is not only
original, but hard to imitate (Hoffman 2000: 1). 

The competitive strategy of the organization comprises the business methodologies and
activities taken to draw in clients and to address their wants, to counter rivals actions and
pressure and fortify its position within a business sector. The premise of competitive

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strategy of the organization comprises of inside organization activities that prompt
unrivaled quality for clients. However, likewise it contains hostile and defensive moves to
counter contenders, activities for trade of resources to enhance the long haul aggressive
capacity of the organization and market position, and also endeavors to react to any
economic situations (Ristovska 2013: 237).

2.2. The Need for Competitive Advantage

The size and intensity of the global competition mandated that organizations regardless
of their size to experience phases of reorganization and reviewing their strategies
attempting to create competence or at least to survive the competition. The global market
openness forced them to seek better ways to compete. Thus, almost every organization is in
a search for competitive advantage (McClelland 1994: 4). The base for a firm success on
the long run is its achievement and maintenance of a sustainable competitive advantage. In
fact, the main issue in marketing strategy is identifying which resources and firm behavior
pave the way to SCA. A competitive advantage can result either from implementing a
strategy that creates value not used at the same time by another competitors or having the
same strategy of a competitor but a superior one. CA is sustained when our competitors
fail to copy or surpass our strategy. CA has been being addressed by experts writers who
dealt with its content, strategy and sources that achieve it because it is very important in the
long run success of an enterprise (Hoffman 2000: 3).

2.3. Porter's Five Forces Model

The base of competitive strategy must be in the depth scrutiny of the industry and its
development over years. The competitive manner of every industry had five driving forces:
 The danger of new business
 A product that may displace another
 How strong the suppliers in bargaining
 How strong the customers in bargaining
 Competition between different firms in the same industry

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 How those five elements work affects the profit made by any industry. When they
work for you advantage, firms gains interesting profit. On the other hand, when one or
more are more active than others the number of profitable firm will be smaller. How active
those elements are reliant on the main economic and technical features of the industry. For
example, it is difficult for a new firm to get into an industry because it is difficult to
penetrate customer's loyalty and beat the sales prices…etc. However each industry has a
specific structure, the structure may develop with the sector. An enterprise may affect the
following: They can reduce the pressure from the new coming enterprises by increasing the
barriers to entry thanks to the raising of fixed costs, for example. (Passemard & Kleiner
2000: 111)

2.4. Sources of competitive advantage

Prahalad and Hamel (1990) suggest that firms should centralize their resources in one
hub. Competencies usually defined as that the firm is doing very well with its competitors.
That is why success in creating SCA by combining skills and resources is very possible if
done in a unique and sustainable way. When this combination is performed this way, the
firm can focus on coordinating employees' efforts to facilitate growth of specific
competencies. (Hoffman 2000: 1-2)

2.4.1. Innovation and creativity

Creativity plays a significant role in providing those unusual solutions. Thus, creativity
has ample contributions to the business success (Summers & White 1976: 105). If culture
and organization encourage the use of new methods, the result will be the company's ability
to compete strongly with other competitors (Ma 2002: 535). This strong competition is
achieved when a company finds an effective way to stabilize its existence in the industry
more than its competitors as soon as it reached a new method. There is a larger meaning for
the word innovation. Knowing where new ideas come from equals knowing the ways of the
strong competition. There are five sources for reaching new ideas and methods: the new
machines, the improvement of the request, the existence of a new part, the changes in cost

4
and production items and the changes in the order of things (Passemard & Kleiner 2000:
113)

2.4.2. Learning
With the increase of the level of competition and the boost in the globalization
implementation in addition to the transformation of the economy from industrial to
knowledge based one, together resulted in a high level of demand that individuals within an
organization should perform better and better. The view to the employees and workers has
been changed from being viewed as just labors that only produce the product or service to a
better one as a factor that contributes to the success of the organization. Furthermore, they
are now viewed differently from the past regarding costs; they are considered as a source
for adding value. Additionally and most importantly, they are considered as future
investment (Wunderer 2001: 193).

The significance of knowledge creation that takes place as a part of the companies’ self
renewal process is gaining a growing recognition. The process of new knowledge
generation involves and mandates dropping out aged skills and at the same time acquire
knowledge of new skills. That is to say that rejuvenation requires the utilization of the new
acquired knowledge while detaching obsolete systems. However, there are immense
managerial challenges that lie in pursuing the complex time consuming process of both
learning and the unlearning. These challenges are formed due to the factors that they
involve which are the political, financial, organizational and strategic factors. Making use
of the CE knowledge forms a vital factor for the success of the organization renewal
process (Zahra, Nielsen & Bogner 1999: 169).

2.4.3. Information collection

Knowledge provides power. The richest man in the world (Bill gates) has a knowledge
oriented job and that is the same case of the biggest organizations in the business world.
For instance, Disney has the required information that enables it to provide quality
entertainment to its customers and to make them spend lots of money with joy. Other

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examples include Wal-Mart which has the information of moving goods from suppliers to
the stores efficiently. Thus, a company that seeks continuous information collection is a
firm that could achieve competitive advantage through the accumulation of information
(Ma 1999: 264). The new IT strategies are designed to put competition in action and to
improve the competitive position of the company. Rebuilding businesses, merging
businesses, dealing with and managing customers, electronic buying and selling, and
electronic supply are instances of the new IT strategies (Piccoli & Ives 2005: 748).

2.4.4. Control over supply chain

Not only has the chain value a great effect on strengthening a company's position but
also it falls into what is called the Value System. The company's supplier, distributors and
buyers are part of the value system. The goods move from one value chain to another
forming a way of production. The ability of the company to compete increases more as its
understanding of the value chain becomes bigger. The company is the one that can achieve
a successful competition by relying on its relationships. The value chain helps to estimate
the costs because, for the company to undermine competition, it has to organize its
activities. It also helps the company to arise in a different way; this difference in products
and service is what attracts the customers' attention. The value chain assists the company to
see the different competitions as well as to become stronger competitor (Passemard &
Kleiner 2000: 111). For instance, Wal-Mart is an example for a company that built a strong
supply chain that is hard to be imitated by any other company in the same field (Piccoli &
Ives 2005: 748).

3. Resources and Capabilities

3.1. Resource Based View
The Resource Based View (RBV) strategy concentrates on the improvement of the
contribution of resources and capabilities as the major premise for a sustainable competitive
advantage (SCA). The RBV is a hypothesis that is based on the way the organization utilize
its resources rather than speculations, for example, transaction cost economics, which tries
to clarify the motivation behind why organizations exist (Enríquez 2015: 51). Another

6
approach to characterize the RBV is as a decided accumulation of benefits or assets that are
tied "semi-for all time" to the firm (Wernerfelt 1984: 172)

The RBV has mainly affected strategy on the grounds that the product/market
orientation is not suitable anymore because of the consistent and fast the changes that takes
place within the outside environment in addition to the changes in the client preferences. It
is quite simple to achieve this in the case that we consider that it is more doable to control
internal resources and capacities to confront this present reality, than changing the world to
adjust to the organizations' requirements (Enríquez 2015: 52). The RBV of the firm permits
us to react to some noteworthy inquiries, for example, on which of the company's resources
should diversification be based? Which resources ought to be enhanced through
diversification? (Wernerfelt 1984: 172).

3.2. Dynamic Capabilities Approach

RBV strategy is by all accounts insufficient to bolster noteworthy and managed
competitive advantage, particularly within the current business environment that is
attributed as quickly evolving. The issue with RBV is that the perspective of the
organizations as a bundle of assets is extremely static and constrained and does not give
clarifications on how fruitful firms persevere after some time with an expanding
competitive environment. Those organizations that have supported great positions appear to
show opportune responsiveness and fast adjustment to environment through inside changes
in their structure and resources. It appears that they have managed the management
capability to organize and redeploy inward and outer resources and capabilities. This
capacity to accomplish new types of competitive advantage through the redesign of based
resources and skills fits in with dynamic capabilities approach (Enríquez 2015: 52)

As per Barney (1991: 110), dynamic capabilities take after the hypothesis of RBV of
the firm. In actuality, dynamic capabilities can be seen as a supplement to RBV approach.
Dynamic capacities are not abilities without anyone else's input nor are they resources. At

7
the point when alluding to the term dynamic capabilities, we generally must utilize both
words together. Not doing so would not provide the required meaning (Enríquez 2015: 53)

3.3. Organizational Resources

Figure 1: A Resource Based Approach to Strategy Analysis (Grant 1991: 115)

Resources are inputs into the creation procedure of the organization venture gear,
abilities of workers, licenses, funds and skilled managers. Resources incorporate a scope of
individual, social and organizational phenomenon (Ristovska 2013: 236). The resource
based view (RBV) of the organization states that some sorts of assets claimed and
controlled by the organization have the potential and guarantee to produce competitive
advantage, which in the long run prompts prevalent organizational performance.

8
Organizational resources are classified as tangible resources, (in particular human, physical,
organizational and budgetary), and intangible resources, (to be specific reputational,
administrative, positional, functional, social and cultural) (Ismail, Rose and Abdullah 2012:
153).

3.3.1. Tangible Resources

The Resource Based View (RBV) of the firm predicts that sure sorts of resources it
possesses and controls have the potential and guarantee to create competitive advantage,
which in the long run prompts predominant organizational performance (Ismail, Rose and
Abdullah 2012: 153). Physical resources, for example, the plant, apparatus, gear, and
production technology contribute entirely towards organizational competitive advantage
and inevitably bring about predominant organizational performance (Morgan, Kaleka &
Katsikeas 2004: 94). Moreover, money related resources, for example cash-in-hand, bank
deposits and/or investment funds and budgetary capital (e.g., stocks and shares) likewise
clarify the level of organizational competitive advantage and performance (Ismail, Rose
and Abdullah 2012: 153). Yet, Ristovska (2013) adds that physical resources alone as a rule
can't empower the organization to keep up a competitive advantage (Ristovska 2013: 237).

3.3.2. Intangible Resources

Intangible resources are considered to be the most significant and valuable ones in
achieving and managing competitive advantage position due to their tendencies, which are
important as well as difficult to-duplicate in respect to alternate sorts of tangible resources
(to be specific physical and financial). To put it plainly, theoretically and practically,
resources are the basis for achieving and supporting competitive advantage and in the long
run prevalent organizational performance. HR, for example, top and center administration,
and regulatory and production workers were likewise ready to clarify the degree of
organizational competitive advantage and the subsequent corporate performance (Ismail,
Rose and Abdullah 2012: 154).

9
 3.4. Organizational Capabilities
Studies have demonstrated that there is a noteworthy relationship between abilities and
competitive advantage. Capabilities are viewed and ordered as inner corporate aptitudes
and aggregate learning, core competencies, resources improvement competence,
hierarchical incorporation, strategic choice making and coalition-building, product
development, relationship-building and educational and innovative capacities (Prahalad and
Hamel, 1990: 82). With great strategic production practices and vital combination, using
resources and capabilities, firms can accomplish competitive advantage and enhanced
performance. Hierarchical capacities are in reality an essential component in a company's
strategy, and an organization information is one of the fundamental components in
accomplishing competitive advantage and great performance (Ismail, Rose and Abdullah
2012: 154).

4. Role of Strategy in Achieving Competitive Advantage

The quest for competitive advantage is undoubtedly a notion that is at the heart strategic
management research. Comprehending the foundations of maintaining competitive
advantage has turned into a noteworthy territory of study in strategic administration. The
resource based view specifies that in strategic administration, the key sources and drivers of
firms' competitive advantage and prevalent performance are for the most part connected
with the traits of their resources and capabilities, which are both significant and expensive
to-duplicate. Moreover, it is critical to have a decent strategy to achieve competitive
advantage from the resource based perspective. A well crafted and applied strategy can
produce a noteworthy impact on accomplishing a competitive advantage. The resource
based view gives a road to associations to arrange and execute their authoritative strategy
by looking at the position of their interior resources and capacities towards accomplishing
competitive advantage (Ismail, Rose and Abdullah 2012: 152).

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 4.1. Creating Competitive Advantage through Resources and Capabilities
At the point when managers distinguish the resources and qualities of the organization,
the resources should have been carefully evaluated their competitive significance and their
role in forming the organization strategy has been set. A few focal points of resources and
focused capacities are more critical than others on the grounds that they give more strength
to the strategy or they are central point in taking an interest in a more grounded market
position and higher productivity. Most organizations uphold some sort of important
competitive resources; however, not all of them possess competitive superior resources.
Numerous organizations have a blend of resources - maybe a couple important resources,
some great, acceptable to the normal. Just few organizations, in most cases, the market
leaders of a given industry, possess aggressive unrivaled resources. The main block of
building a strategy is the straightforward technique. That is the organization strategy ought
to be custom-made to adjust to organization resources while considering the qualities and
shortcomings. Directors ought to construct their strategies based on making full use of the
organization’s capabilities, the organization’s most significant resources and at the same
time evading from strategies that have intense necessities in the areas where the
organization suffer weaknesses (Ristovska 2013: 237). Organizations who are sufficiently
fortunate and have particular aptitudes or other contending predominant resources should
astutely execute their strategy, in light of the fact that the value of these resources will
diminish with time and rivalry. A good example of this is what happened to Xerox. In the
1970s, Xerox trusted its reprographic ability to be supreme and cannot be imitated. Keeping
in mind Xerox rested, Canon assumed control and became world leader in photocopiers. In
a universe of ceaseless change, organizations need to keep up stress continually at the basis
of building up the following round of competitiveness. Managers should accordingly
consistently make investments in order to maintain the continuous process of upgrading the
organization’s resources. By doing so, managers can maintain the competitive edge of the
organization. (Collis and Montgomery 1995: 12

The subject of organization performance has been in the center of strategy research for
a considerable length of time and includes most different inquiries that have been brought

11
up in the field, why organization performance vary, how they act, how they pick their
strategies and how they are overseen (Porter 1991: 95). In the 1990s, with the ascent of the
resource based methodology, strategy scientists have shifted their focus away from industry
as a whole to the organization particular impacts. As it was started in the mid-1980s, the
resource based view (RBV) has become one of the predominant modern ways to deal with
the examination of sustained competitive advantage. A focal reason of the resource based
view is that organizations contend on the premise of their resources and capabilities
(Bridoux 2004: 1).

4.2. Competitively Valuable Resources

Sometimes, resources or capabilities assist the organization to build its incomes and
lessen costs, however the organization can achieve a competitive advantage in this regard
for a short time only as the contenders can rapidly mimic. Numerous e- businesses in the
mid 21st century have genuinely lessened their benefits in light of the new (or existing)
rivals who effortlessly replicated their business plans of action. A very good example on
this is Priceline.com, which offers to the customers to purchase online tickets as well as an
extensive assortment of different items. It was too simple for contenders (for instance, the
major airlines carriers) to duplicate the products and services of Priceline (Ristovska 2013:
237). Assets and capacities must be uncommon and of high value, hard to be imitated or
hard to substitute. This has to be done in order to allow the opportunity for the organization
to accomplish competitive advantage which will be kept up for some time (Gregory,
Lumpkin & Marilyn 2005: 88). Since all resources lose their worth, a compelling
organization strategy mandates the existence of consistent investment so that to keep up
and sustain precious resources (Ristovska 2013: 237).

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 Figure 2: what makes resources valuable (Collis & Montgomery 1995: 120)

Administrating resource to create a competitive advantage is viewed as one of the

fundamental key choice making procedures that the directors are confronting is choosing
which resources to manage and coordinate. Top directors invest a great deal of energy
examining, selecting, creating and guiding the essential assets to empower the
organization's competitiveness. These resources and competitive advantages must be
always redesigned or altered to empower the organization to keep up its competitive
advantage over different organizations in the business sector (Charls & Jones 2007: 93).

13
 Dealing with the procedure of recognizing and creating resources mandated that
managers look at the shortcoming of resources that must be redressed to guarantee that the
present strategy of the organization will be aggressive later on and achieves
competitiveness. It is in this manner vital to assess the nature of competitive advantages,
resources and aptitudes required in the present and required strategy and the potential
competitive position later on (Ristovska 2013: 238).

Resources can't be assessed in disengagement, as of the fact that their value is identified
in the interchange with other powers within the business sector. A resource that is
profitable in a specific industry or at a specific time may not be of the same value in a
different industry or within other periods of time. For instance, in spite of several endeavors
to brand lobsters, still up till now, nobody has succeeded in doing as such. Also, a brand
name that was once imperative in the PC business, however it never again is, as IBM which
suffered later from great loses. Consequently the RBV inseparably correlates an
organization's interior capabilities (what it performs in a good manner) to its outer industry
surroundings (what the business sector requests and what contenders offer). Portrayed that
path, competing on resources sounds quite simple and logicbasic (Collis & Montgomery
1995: 12).

Two concerns must be addressed while deciding particular qualities required for the
strategy: Do the qualities bolster the competitive advantage position, assets and capacities
of the organization and whether they can be applied viably? Beginning with the qualities
that the organization has, strategist decides the special components of the organization's
present qualities which their rivals do not possess. These components can incorporate
competitive advantages and capacities. Upon deciding and identifying those strategic
advantages, strategies are developed to make use of these advantages (Ristovska 2013:
239).

14
 4.3. Capabilities and Competitive Advantage
Past studies have outlined that there is a noteworthy relationship between informational
abilities and competitive advantage within business associations, where informational
capacities are measured as far as human asset preparing projects, contact and occupation
rotation among employees (Ismail, Rose and Abdullah 2012: 155). That is to say that,
research has likewise demonstrated that there is a huge relationship between product-
development abilities competitive advantage in associations (Morgan, Kaleka and
Katsikeas 2004: 94), where product-development abilities are measured as far as the
innovative work limit, reception of new techniques in the assembling procedure and
product marketing and advertising action. In reality, studies have likewise demonstrated
that there is a huge relationship between associations' relationship-building capacities and
having upper hand over rivals, where relationship-building abilities are measured in regard
to the systems administration and relationship between the organizations and their
suppliers, wholesalers and clients (Ismail, Rose and Abdullah 2012: 155).

15
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