Author
Date Key Insights
Comparision and Gaps
Day
1984 The concept of SCA appears.
Porter
1985
The specific phrase of SCA is developed by Porter. His market
approach defines cost leadership, differen and focus as
sources of SCA and is grounded in industrial economics.
Porter's approach is an external market orientaon ,
an inside-out perspecve. This is in contrast to the
later developed RBV, which is an inside-out
perspecve on compeve advantage as compared
and contrasted by De-Vit and Meyer (2005). The RBV
can also be seen as complemenƟng this external
orientaon with an internally focused resource
perspecve on SCA.
Barney
1991
SCA defined as "implemenng a value creang strategy not
simultaneously being implemented by any current or potenal
competors". The RBV makes two main assumpons: resource
differen may exist between companies of the same
industry, the resources in queson may be immobile and thus
heterogeneity may be long lived.
Despite the difference in their starng points, Porter’s
market view and the resource-based view converge on
one important element, namely, the importance of
differen . On the one hand, Porter discusses the
differen of products and services while on the
other hand, the resource-based view discusses the
importance of differen of resources
(heterogeneity).
Conner
1991
In RBV, the key focus for an organisaon is to either have
unique products or a uniquely low cost, both are linked in the
Resource Based View to the resources that the company uses to
manufacture the product in queson. This theory also notes
that this should not be achieved in a manner that would
jeopardise the company’s superior returns.
Porter also argues that cost differen may be a
source of SCA. The "Unique Products" concept in the
RBV is also reflected in Porter's "Differen
concept.
Peteraf
1993
Based on the RBV, Peteraf defines a model of compeve
advantage. The model includes the concept of differen
as with the Porter market approach, under the term
"heterogeneity".
The model by Peteraf is quite stac in nature. It also
almost enrely relies on the RBV thinking, oming
some of the relevant market orientaon insights that
might also importantly contribute to SCA.
Chaharbaghi & Lynch
1999
The central focus of the RBV is on the connuous search for
rents or above average returns. The aainment of the laer is
achievable through valuable resurces that are scarce.
Two important assumpons that are made by the RBV
and debated in the literature are: resources can
actually be different across different firms of the same
industry, resources can remain different.
Fahy
2000
The possession of certain key resources is crical to building
SCA. Fahy summarises 3 key tenants of RBV: SCA and superior
performance; unique resources; strategic choices.
This is in contrast to Porter's market-based perspecve
which focuses on the firm's external posioning in the
industry versus its internal resources to build SCA. It
can be argued, however, that both the right
respources as well as the right posioning are needed
to build SCA. it is useful to see these theories as
complimentary rather than opposing.
Hult & Ketchen
2001
Market-based learning has been recognized as an important
source of sustainable compeve advantage
Vorhies & Morgan
2005
Vorhies and Morgan support the theory that markeng
capabilies associated with superior business performance can
be iden and that the markeng capabiliy gap between top
performing benchmarks and other firms explains a significant
variance in performance.
The concept of Market-based learning and market
orientaon contrasts with the RBV's internal focus but
also contrasts with Porter's focus on market
posioning as market based learning focuses on
undrstanding customer and consumer needs and using
them to guide strategy.
Nguyen, Neck and Nguyen 2009
Knowledge management and knowledge-based resources (as
opposed to purely tangible ones) must now play an important
role in creang and sustaining compeve advantage and
superior performance
The Resource Based View, more recently, places
emphasis on the importance of the firm’s knowledge
as a driver in maintaining a company’s compeve
advantage . In the RBV (Barney, Peteraf, Conner),
knowledge has the ability to become a source of SCA
for a firm, if adequately managed.
Ambrosini, Bowman and
Collier
2009
Dynamic Capabilies perspecve adds value to the RBV as it
transforms what is essenally a stac view into a more
dynamic one by discussing how valuable resources can be
evolved over me.
Breznik and Lahovnik
2014
Demonstrate in an empirical research the link between
dynamic capabilies, sustained compeve advantage and
superior performance
Pisano
2017
Pisano highlights a gap in the literature on Dynamic
Capalbilies as the lack of focus on how a capability strategy is
to be formulated.
NB:
SCA: Sustainable Compeve Advantage
RBV: Resource-based View
312
N. El Daly
Date Key Insights
Comparision and Gaps
Day
1984 The concept of SCA appears.
Porter
1985
The specific phrase of SCA is developed by Porter. His market
approach defines cost leadership, differen and focus as
sources of SCA and is grounded in industrial economics.
Porter's approach is an external market orientaon ,
an inside-out perspecve. This is in contrast to the
later developed RBV, which is an inside-out
perspecve on compeve advantage as compared
and contrasted by De-Vit and Meyer (2005). The RBV
can also be seen as complemenƟng this external
orientaon with an internally focused resource
perspecve on SCA.
Barney
1991
SCA defined as "implemenng a value creang strategy not
simultaneously being implemented by any current or potenal
competors". The RBV makes two main assumpons: resource
differen may exist between companies of the same
industry, the resources in queson may be immobile and thus
heterogeneity may be long lived.
Despite the difference in their starng points, Porter’s
market view and the resource-based view converge on
one important element, namely, the importance of
differen . On the one hand, Porter discusses the
differen of products and services while on the
other hand, the resource-based view discusses the
importance of differen of resources
(heterogeneity).
Conner
1991
In RBV, the key focus for an organisaon is to either have
unique products or a uniquely low cost, both are linked in the
Resource Based View to the resources that the company uses to
manufacture the product in queson. This theory also notes
that this should not be achieved in a manner that would
jeopardise the company’s superior returns.
Porter also argues that cost differen may be a
source of SCA. The "Unique Products" concept in the
RBV is also reflected in Porter's "Differen
concept.
Peteraf
1993
Based on the RBV, Peteraf defines a model of compeve
advantage. The model includes the concept of differen
as with the Porter market approach, under the term
"heterogeneity".
The model by Peteraf is quite stac in nature. It also
almost enrely relies on the RBV thinking, oming
some of the relevant market orientaon insights that
might also importantly contribute to SCA.
Chaharbaghi & Lynch
1999
The central focus of the RBV is on the connuous search for
rents or above average returns. The aainment of the laer is
achievable through valuable resurces that are scarce.
Two important assumpons that are made by the RBV
and debated in the literature are: resources can
actually be different across different firms of the same
industry, resources can remain different.
Fahy
2000
The possession of certain key resources is crical to building
SCA. Fahy summarises 3 key tenants of RBV: SCA and superior
performance; unique resources; strategic choices.
This is in contrast to Porter's market-based perspecve
which focuses on the firm's external posioning in the
industry versus its internal resources to build SCA. It
can be argued, however, that both the right
respources as well as the right posioning are needed
to build SCA. it is useful to see these theories as
complimentary rather than opposing.
Hult & Ketchen
2001
Market-based learning has been recognized as an important
source of sustainable compeve advantage
Vorhies & Morgan
2005
Vorhies and Morgan support the theory that markeng
capabilies associated with superior business performance can
be iden and that the markeng capabiliy gap between top
performing benchmarks and other firms explains a significant
variance in performance.
The concept of Market-based learning and market
orientaon contrasts with the RBV's internal focus but
also contrasts with Porter's focus on market
posioning as market based learning focuses on
undrstanding customer and consumer needs and using
them to guide strategy.
Nguyen, Neck and Nguyen 2009
Knowledge management and knowledge-based resources (as
opposed to purely tangible ones) must now play an important
role in creang and sustaining compeve advantage and
superior performance
The Resource Based View, more recently, places
emphasis on the importance of the firm’s knowledge
as a driver in maintaining a company’s compeve
advantage . In the RBV (Barney, Peteraf, Conner),
knowledge has the ability to become a source of SCA
for a firm, if adequately managed.
Ambrosini, Bowman and
Collier
2009
Dynamic Capabilies perspecve adds value to the RBV as it
transforms what is essenally a stac view into a more
dynamic one by discussing how valuable resources can be
evolved over me.
Breznik and Lahovnik
2014
Demonstrate in an empirical research the link between
dynamic capabilies, sustained compeve advantage and
superior performance
Pisano
2017
Pisano highlights a gap in the literature on Dynamic
Capalbilies as the lack of focus on how a capability strategy is
to be formulated.
NB:
SCA: Sustainable Compeve Advantage
RBV: Resource-based View
312
N. El Daly