Resource-based view and sustainable competitive advantage : the case of Vicaima

• Autor(a) principal: Illig, Ida Inês Brizio
• Data de Publicação: 2023
• Tipo de documento: Dissertação
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10400.14/42413
• topic: Resource-based view; Key resources; Sustainable competitive advantage; Visão baseada em recursos; Recursos-chave; Vantagem competitiva sustentável; Domínio/Área Científica::Ciências Sociais::Economia e Gestão

The chase for sustainable competitive advantage is a concept that has been developed since 1993 (Bharadwaj S. et al.1993). The firm's resource-based theory is a concept that has been investigated by many academics as a way of elucidating the concept of competitive advantage and, at the same time, greater performance between companies. This dissertation discusses the model created by Fahy J. (2000), which presented a succinct image of the origin and role of key resources which contribute to a firm’s sustainable competitive advantage. This paper aims to answer the following research questions: RQ1: “What resources are key for sustaining a competitive advantage?” RQ2: “How do these resources contribute to sustaining a competitive advantage? To do so, the work of Clulow V. et al. (2003) which aimed to put Fahy’s J. (2000) theoretical model into practice within an Australian financial service firm, was replicated and applied to Vicaima Indústria de Madeiras e Derivados S.A. This dissertation was conducted relying on primary data to understand how the procedure by which a high-performing firm in the manufacturing industry in Portugal identifies and develops its key intangible assets and capabilities in sustaining its competitive advantage. Throughout the research, it has been proved that not all resources within a firm are seen as key. Furthermore, tangible assets are not seen as key while intangible ones and capabilities are. Finally, managerial skills were identified as a capability that is crucial for the identification and development of these key resources. While in Fahy J. (2000) this last finding was confirmed, in the case of Clulow V. et al (2003) it was not.