Barney Capital

For its part, Barney (1991) and Grant (1991) recognize the existence of organizational resources, which shall not be more than a concept very similar to the capacity. As it can be seen from the above, the debate about these concepts is not yet closed. However the analysis follows the trend in the broad sense of the term resource. Another aspect that should not be neglected is the distinction between resources and distinctive competences. Reflection on the traditional concept of sustainable competitive advantage (Coyne, 1986) this clarification is necessary. The resource-based approach identifies resources as a source of competitive advantages.

But it is not enough to have a competitive advantage, this must also be sustainable in time and company should be able to appropriating income generated. The company’s competitiveness depends then on of your capacity to set up a portfolio of unique resources, which confer a series of distinctive competences. Selznick (1957), refers to the concept of distinctive competence of an organization, not as what you can do, but what you can do well. Andrews (1971) for its part already gives you a current conception to refer to the experience in producing and marketing a line of products, development of capacities of individuals comprising the Organization, the degree in which the individual capacity applies to the common task, and the quality of individual effort and Group coordination. There are those who also define the competences of the Organization as the level and patterns of deployment of resources and past and present skills that help the organization achieve its goals and objectives, to differentiate them from resources, is obtained and resources deployed so that they can not be easily duplicated by others. This conceptualization of resources and distinctive competences allows aiming the company’s resources will become distinctive competences when: (a) the organization does not share your property with the competition; (b) to produce outputs tailored to the needs of customers with better performance than competitors. The Academy about strategy has been limited to point out that a solid competitive advantage requires be perennial, that is, long-lasting and defensible. Now, added that a competitive advantage can only be perennial if it is based on resources with certain attributes.

Resources that meet those requirements have come to be called as critical resources, strategic factors or strategic assets and your stock will be a good measure of the distinctive competences of the company. Definitely, Intellectual Capital is knowledge, which forms part of the value of an organization. This compound of human capital, structural capital and capital of clients. A system of Intellectual Capital is, in itself, an intangible resource of the organization. Thus, a system of Capital Intellectual has become part of the intellectual of the company and better Capital use it, more intellectual Capital will be created. Create a system of Intellectual Capital becomes a semi-circular activity. * Source: Amit, r. & Schoemaker, p. (1993). Strategic assets and organizational rent. Strategic Management Journal, vol. 14 well, e. (1998). The intangible capital as a strategic key in the current competition, Bulletin of economic studies, Vol.

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