The effect of resource based view on sustainable capability advantage
Nowadays, it is important to achieve and to sustain an organization’s competitive advantage in complex environments. This paper evaluates different concepts that have led to such benefits. The study sheds light on resource based view (RBV) and its role to reach sustainable competitive advantage (SCA...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Growing Science
2014-12-01
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| Series: | Management Science Letters |
| Subjects: | |
| Online Access: | http://www.growingscience.com/msl/Vol4/msl_2014_312.pdf |
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| Summary: | Nowadays, it is important to achieve and to sustain an organization’s competitive advantage in complex environments. This paper evaluates different concepts that have led to such benefits. The study sheds light on resource based view (RBV) and its role to reach sustainable competitive advantage (SCA) within banking industry of Iran. A valid research instrument was utilized to conduct a survey of 150 top- and middle-level managers from Mellat bank of Iran. With a response rate of 81.3 percent, 122 questionnaires were returned while a number of valid and usable questionnaires were 101. In order to determine validity of questionnaire, the content validity and Cronbach's alpha were used to determine the reliability of the questionnaire (RBV questionnaire 0.934, SCA questionnaire 0.843). The study utilized structural equation modelling, and a series of exploratory and confirmatory factor analyses and they tested the integrated model of MKM and SCA. Statistical support was found for the hypothesized relationships. Moreover it has been shown that RBV had the greatest effect on the market centered SCA, while it had the least influence on the financial centered. The findings offer valuable insights on the generalizability of MKM in a research setting. Structural equation modeling has been implemented and the study also used freedman test to rank the factors and the results show that communication was the most important factor (4.41), followed by process (4.03), knowledge implementation (2.79), decision making (2.54) and human resources (1.22) was the last important factor. |
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| ISSN: | 1923-2934 1923-9343 |