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Cited by 115Innovation and Knowledge ManagementManagement and Organizational PracticesIntellectual Capital and Performance Analysis

The resource-based view: a tool of key competency for competitive advantage

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Assensoh-Kodua, Akwesi·2019·Problems and Perspectives in Management
DOI 10.21511/ppm.17(3).2019.12
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Abstract

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.

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  • The failure to utilize these organizational resources represents a constraint to the organization's ability to develop AI as a strategic capability throughout the entire organization.

    “The failure to utilize these organizational resources represents a constraint to the organization’s ability to develop AI as a strategic capability throughout the entire organization (Assensoh-Kodua 2019).”

    From AI-driven financial fraud detection in Pakistan’s banking sector: bridging strategic intent and operational implementation (2026) · cites this paper as Assensoh-Kodua 2019

    Section 2.1 says organizations need to utilize internal resources to attain competitive advantage, and Section 4.2 links organizational competence to resource know-how. The paper does not address AI as a strategic capability or establish that unused resources constrain its development throughout an organization. (LLM, conf=0.86)

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1 of the 33 references couldn’t be matched to a known paper.

Research works printed but not linked: 6

  1. Barney, J. (1991). Firm resources and sustained competitive advan- tage. Journal of management, 17(1), 99-120. https://doi.org/10.1177% 2F014920639101700108
  2. Blackler, F. (1995). Knowledge, knowledge work, and organiza- tions: An overview and inter- pretation. Organization Studies, 16(6), 1021-1046. Retrieved from https://doi.org/10.1177% 2F017084069501600605
  3. Blake, P. (1988). The knowledge management explosion. Informa- tion Today, 15(1), 12-13. Retrieved from https://scholar.google.co.za/ scholar?hl
  4. Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sus- tainability of competitive advan- tage. Management Science, 35(12), 1504-1511. Retrieved from https:// www.jstor.org/stable/pdf/2632235. pdf?seq=1#page_scan_tab_con- tents
  5. Hansen, M. T., Nohria, N., & Tier- ney, T. (1999). What's your strategy for managing knowledge? The knowledge management yearbook 2000-2001, 1-10. Retrieved from https://www.ncbi.nlm.nih.gov/ pubmed/10387767
  6. Travica, B. (2013). Conceptual- izing knowledge culture. Online Journal of Applied Knowledge Man- agement, 1(2), 85-104. Retrieved from http://www.iiakm.org/ ojakm/articles/2013/volume1_2/ OJAKM_Volume1_2pp85-104.pdf

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Authors
Assensoh-Kodua, A.
Affiliations
Durban University of Technology (ZA)
Corresponding author
Assensoh-Kodua, Akwesi
ORCID
Assensoh-Kodua, Akwesi
Venue
Problems and Perspectives in Management
Publisher
LLC CPC Business Perspectives
Published
2019-08-09
Volume
17
Issue
3
Pages
143-152
ISSN
  • 1727-7051 (ISSN-L)
  • 1810-5467
DOI
10.21511/ppm.17(3).2019.12
OpenAlex
W2966980944
Cited by
115
References
33
Citations by year
2026: 19 · 2025: 40 · 2024: 21 · 2023: 21 · 2022: 8 · 2021: 5 · 2019: 1
FWCI
5.38
Type
journal article
Language
en
Open access
Licence
Locations
  • Problems and Perspectives in Management (publishedVersion, cc-by)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Organizational Practices
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Intellectual Capital and Performance Analysis
Keywords
resource-based view, competitive advantage, core competencies, organizational capabilities, knowledge management, knowledge workers, sustainable competitive advantage, organizational resources

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