The resource-based view: a tool of key competency for competitive advantage
-
DOIhttp://dx.doi.org/10.21511/ppm.17(3).2019.12
-
Article InfoVolume 17 2019, Issue #3, pp. 143-152
- Cited by
- 4677 Views
-
1069 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
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.
- Keywords
-
JEL Classification (Paper profile tab)G30, M10
-
References34
-
Tables0
-
Figures1
-
- Figure 1. Proposed conceptual model for the current study
-
- Alavi, M., Kayworth, T. R., & Leidner, D. E. (2005). An empirical examination of the influence of organizational culture on knowledge management practices. Journal of management information systems, 22(3), 191-224.
- Andreeva, T., & Kianto, A. (2011). Knowledge processes, knowledge-intensity, and innovation: a moderated mediation analysis. Journal of Knowledge Management, 15(6), 1016-1034.
- Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
- Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49-61.
- Blackler, F. (1995). Knowledge, knowledge work, and organizations: An overview and interpretation. Organization Studies, 16(6), 1021-1046.
- Blake, P. (1988). The knowledge management explosion. Information Today, 15(1), 12-13.
- Boxall, P. (1996). The strategic HRM debate and the resource‐based view of the firm. Human resource management journal, 6(3), 59-75.
- Brown, J. S., & Duguid, P. (2001). Knowledge and organization: A social-practice perspective. Organization Science, 12(2), 198-213.
- Camelo-Ordaz, C., Garcia-Cruz, J., Sousa-Ginel, E., & Valle-Cabrera, R. (2011). The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment. The International Journal of Human Resource Management, 22(07), 1442-1463.
- Castro, G. M. D., Delgado-Verde, M., Amores-Salvadó, J., & Navas-López, J. E. (2013). Linking human, technological, and relational assets to technological innovation: exploring a new approach. Knowledge Management Research & Practice, 11(2), 123-132.
- Chen, C. J., & Huang, J. W. (2009). Strategic human resource practices and innovation performance – The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104-114.
- Chen, C. J., Huang, J. W., & Hsiao, Y. C. (2010). Knowledge management and innovativeness: The role of organizational climate and structure. International Journal of Manpower, 31(8), 848-870.
- Dasgupta, M., & Gupta, R. K. (2009). Innovation in organizations: A review of the role of organizational learning and knowledge management. Global Business Review, 10(2),203-224.
- De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Perspectives, 14(4), 113-127.
- Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12), 1504-1511.
- Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? The knowledge management yearbook 2000–2001, 1-10.
- Holsapple, C. W., & Singh, M. (2001). The knowledge chain model: activities for competitiveness. Expert systems with applications, 20(1), 77-98.
- Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of management review, 31(3), 638-658.
- Lee, V. H., Leong, L. Y., Hew, T. S., & Ooi, K. B. (2013). Knowledge management: a key determinant in advancing technological innovation? Journal of Knowledge Management, 17(6), 848-872.
- Madhani, P, M. (2009). Resource-based view (RBV) of competitive advantages: Importance, issues, and implications. ICFAI Business School (IBS).
- Menor, L. J., Kristal, M. M., & Rosenzweig, E. D. (2007). Examining the influence of operational intellectual capital on capabilities and performance. Manufacturing & Service Operations Management, 9(4), 559-578.
- Mohrman, S. A., Finegold, D., & Klein, J. A. (2002). Designing the knowledge enterprise: Beyond programs and tools. Organizational Dynamics, 31(2), 134-134.
- Nonaka, I., & Takeuchi, H. (Eds). (1995). The Knowledge-Creating Company. Oxford: Oxford University Press.
- Osborn, R. N., & Hagedoorn, J. (1997). The institutionalization and evolutionary dynamics of inter-organizational alliances and networks. Academy of Management Journal, 40(2), 261-278.
- Quinn, J. B. (1985). Managing Innovation: Controlled Chaos. Harvard Business Review, 63(3), 73-84.
- Scarbrough, H., & Carter, C. (2000). Investigating knowledge management. Industrial and Commercial Training, 33(5), 178-186.
- Soto-Acosta, P., Colomo-Palacios, R., & Popa, S. (2014). Web knowledge sharing and its effect on innovation: an empirical investigation in SMEs. Knowledge Management Research & Practice, 12(1), 103-113.
- Travica, B. (2013). Conceptualizing knowledge culture. Online Journal of Applied Knowledge Management, 1(2), 85-104.
- Ulrich, D. (1998). A new mandate for human resources. Harvard business review, 76, 124-134.
- Von Krogh, G., Nonaka, I., & Aben, M. (2001). Making the most of your company’s knowledge: A strategic framework. Long range planning, 34(4), 421-439.
- Wang, D., & Chen, S. (2013). Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities. International Journal of Manpower, 34(8), 861-879.
- Wenger, E. C., & Snyder, W. M. (2000). Communities of practice: The organizational frontier. Harvard business review, 78(1), 139-145.
- Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.
- Zack, M. H. (1999). Developing a knowledge strategy. California management review, 41(3), 125-145.