Although managers cite human resources as a firm's most important asset, many organizational decisions do not reflect this belief. This paper uses the VRIO (value, rareness, imitability, and organization) framework to examine the role that the Human Resource (HR) function plays in developing a sustainable competitive advantage. We discuss why some popularly cited sources of sustainable competit...

In the twenty-first-century landscape, firms must compete in a complex and challenging context that is being transformed by many factors, from globalization, technological development, and increasingly rapid diffusion of new technology, to the development and use of knowledge (Hitt, Keats, & DeMarie, 1998). This new landscape requires firms to do things differently in order to survive and prosp...

Sustainable competitive advantage (CA) is a necessary requirement of a rational economic business organisation. Without this CA a business does not have a rational source for appropriating added value in the form of retained profit. Various management research papers have identified numerous factors that may create a source of competitive advantage. Other researchers have shown how industries h...

 Strategic planning aims to harness a company’s core competencies to capitalise on identified environmental opportunities and minimise or avoid environmental threats.  As marketing managers bridge the gap between company, customers, competitors and channels of distribution, they not only manage their marketing strategies, but also tend to be highly influential in business and corporate strate...

in the past years, a lot of studies have been conducted with regard to the organizational entrepreneurial orientation area. the overall results of these research projects helped organizational entrepreneurs discover the importance of some aspects, such as risk-taking, innovativeness and proactiveness. these aspects influence capabilities like learning and innovativeness and quality and, finally...