While there is consensus that sustainable competitive advantage is key for organisational survival, the source of such advantage has been attributed to a number of disparate areas. Some scholars have suggested that human and financial resources as well as Research and Development (R&D) activities improve organisations’ competitiveness. Others have argued that firms need to focus on competitive ...

New technologies for electronic commerce on the Internet dramatically change the spectrum of possibilities for transacting in the marketplace. They also enable the entry of new players – digital intermediaries – that employ the new technologies to help connect buyers and sellers. In this chapter, we formulate a basis for analyzing the strategies of digital intermediaries by presenting a framewo...

According to the Resource Based View of the firm, strategic assets contribute to a firm’s competitive advantage. Strategic assets are characterized as Valuable, Rare, Inimitable, and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper...

Previous studies rarely examined the relationship between intellectual capital and competitive advantage. Most studies underestimate the shift towards knowledge based economy where, capital and work are no longer the differentiating and generating factors of sustainable competitive advantage. Relatively, little is known in the literature about how intellectual capital affects competitive advant...

Two separately developed views within the strategic management literature elucidate the source of a firm’s competitive advantage based on the internal attributes of the firm: the resource-based view (Wernerfelt, 1984) and the distinctive competence view (Selznick, 1957). As developed in the literature, however, both views neglect important dimensions which inhibit the achievement of competitive...