Competitive Advantage and Sustainability Through the Use of Resources

A resource-based theory study is one of the most widely accepted theoretical perspectives in explaining competitive capabilities in relation to capability and sustainable competitive advantage. For example, the study tends to be designed as a conceptual framework for explaining the conditions under which firms may achieve a sustainable competitive advantage through capabilities which are valuable, and non-substitutable. Accordingly, the present study interconnects the theoretical relationship between the capabilities and competitive advantage of the resources-physical, human, and technology, which provide conditions under which firms may achieve a sustainable competitive advantage from the dynamic capabilities. The new insights suggest that firm’s three dynamic competitive capabilities are considered as complementarities when one capability enhances the value and effect of another capability. The primary result of this study is towards the complementarities, in addition to individual influences of the resources, of these capabilities, which lead to the predictions of its Customer Relationship Management advantage that prepares and assures towards a sustainable advantage objective.

Dr. Yang is the Associate Professor of Shu-Te University, Taiwan. His systematic research includes studies of transformational leadership, human resource management (HRM), customer relationship management (CRM), resource-based theory (RBT), balanced scorecard (BSC) and others in the service of financial institutions.