Competitive advantage: operationalizing the concept based on the Resource-Advantage Theory

Authors

  • Ricardo Messias Rossi Markestrat
  • Andrea Lago Silva UFSCar

DOI:

https://doi.org/10.5585/ijsm.v8i2.1633

Keywords:

Competitive Advantage, Resources, Strategy, Competition, Value.

Abstract

The objective of this study was to develop a method based on the “competitive advantage” concept for the internal analysis of organizations in the context of competition. A qualitative and exploratory research was carried out. From a theoretical literature review on this subject, a preliminary internal analysis methodology was developed, which was then improved with the information collected from the field research. The field research consisted of six case studies conducted in companies working in the area of agrochemical industry in Brazil. Hence, this study proposes a way to operationalize the concept of resources (a theoretical gap observed by some authors). In managerial terms, this study contributes providing administrators with a method of analysis that deals with decisions regarding the management of resources of an organization.

 

Downloads

Download data is not yet available.

Author Biographies

Ricardo Messias Rossi, Markestrat

Doutor em Engenharia de Produção pela Universidade Federal de São Carlos (UFSCar), Pesquisador Sênior da Markestrat (Centro de Pesquisa e Projetos em Marketing e Estratégia). Endereço: Av. Presidente Vargas, n.2001, sl 144, Ribeirão Preto, SP, Brasil. CEP: 14020-260. Telefone: +55 16 3456-5555, e-mail: rrossi@markestrat.org

Andrea Lago Silva, UFSCar

Doutora em Administração de Empresas pela Universidade de São Paulo (USP), Professora de Marketing no Departamento de Engenharia de Produção (DEP) da Universidade Federal de São Carlos (UFSCar). Endereço: Rodovia Washington Luis, km 235, São Carlos, SP, Brasil. CEP: 13565-905. Telefone: +55 16 3351-8237 r.9502. e-mail: deialago@power.ufscar.br 

Downloads

Published

23.12.2009

How to Cite

Rossi, R. M., & Silva, A. L. (2009). Competitive advantage: operationalizing the concept based on the Resource-Advantage Theory. Revista Ibero-Americana De Estratégia, 8(2), 31–57. https://doi.org/10.5585/ijsm.v8i2.1633

Issue

Vol. 8 No. 2 (2009): RIAE v8n2

Section

Articles

License

Copyright (c) 2009 Iberoamerican Journal of Strategic Management

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

The author (s) authorize the publication of the manuscript in the journal;

The author (s) guarantee that the contribution is original and unpublished and that it is not being evaluated in another journal (s);

The journal is not responsible for the opinions, ideas and concepts emitted in the texts, as they are the sole responsibility of its author (s);

Editors reserve the right to make textual adjustments and adapt to the publication's rules.

Authors retain the copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Attribution License - 4.0 (CC BY-NC-SA 4.0) that allows the sharing of the work with acknowledgment of authorship and initial publication in this magazine.

Authors are authorized to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (eg, publishing in institutional repository or as a book chapter), with acknowledgment of authorship and initial publication in this journal.

Authors are allowed and encouraged to publish and distribute their work online (eg in institutional repositories or on their personal page) at any point before or during the editorial process, as this can generate productive changes, as well as increase impact and citation of the published work (see “The Effect of Open Access” at http://opcit.eprints.org/oacitation-biblio.html).

Authors can use ORCID for identification. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work appropriately assigned.