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Resource-Based View and Sustainable Competitive Advantage : = The Case of Vicaima.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Resource-Based View and Sustainable Competitive Advantage :/
Reminder of title:	The Case of Vicaima.
Author:	Illig, Ida Ines Brizio.
Description:	1 online resource (53 pages)
Notes:	Source: Masters Abstracts International, Volume: 85-09.
Contained By:	Masters Abstracts International85-09.
Subject:	Innovations. -
Online resource:	click for full text (PQDT)
ISBN:	9798381914757

Resource-Based View and Sustainable Competitive Advantage : = The Case of Vicaima.
Illig, Ida Ines Brizio.

Resource-Based View and Sustainable Competitive Advantage :The Case of Vicaima. - 1 online resource (53 pages)

Source: Masters Abstracts International, Volume: 85-09.

Thesis (Master's)--Universidade Catolica Portuguesa (Portugal), 2023.

Includes bibliographical references

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 Industria 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.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381914757Subjects--Topical Terms:

578404
Innovations.
Index Terms--Genre/Form:

554714
Electronic books.

Resource-Based View and Sustainable Competitive Advantage : = The Case of Vicaima.
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500 $a Source: Masters Abstracts International, Volume: 85-09.
500 $a Advisor: Silva, Pedro.
502 $a Thesis (Master's)--Universidade Catolica Portuguesa (Portugal), 2023.
504 $a Includes bibliographical references
520 $a 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 Industria 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.
520 $a A teoria baseada em recursos da empresa e um conceito que tem sido investigado por muitos academicos, como forma de elucidar o conceito de vantagem competitiva e, ao mesmo tempo, um melhor desempenho entre empresas.Esta dissertacao discute o modelo criado por Fahy J. (2000), que apresentou uma imagem sucinta da origem e do papel dos principais recursos que contribuem para a vantagem competitiva sustentavel de uma empresa.Este trabalho pretende responder as seguintes questoes de investigacao:QI1: "Que recursos sao fundamentais para sustentar uma vantagem competitiva?"QI2: "Como e que estes recursos contribuem para sustentar uma vantagem competitiva?Para tal, o trabalho de Clulow V. et al. (2003), que visava por em pratica o modelo teorico de Fahy J. (2000) numa empresa australiana de servicos financeiros, foi replicado e aplicado a Vicaima Industria de Madeiras e Derivados S.A. Esta dissertacao foi realizada com base em dados primarios para compreender como o procedimento pelo qual uma empresa de elevado desempenho na industria transformadora, em Portugal identifica e desenvolve os seus principais ativos intangiveis e capacidades para sustentar a sua vantagem competitiva.Ao longo da investigacao, ficou provado que nem todos os recursos dentro de uma empresa sao vistos como fundamentais. Alem disso, os ativos tangiveis nao sao vistos como fundamentais, enquanto os intangiveis e as capacidades sao fundamentais. Finalmente, as capacidades de gestao foram identificadas como uma capacidade crucial para a identificacao e desenvolvimento destes recursos-chave. Enquanto que em Fahy J. (2000) esta ultima constatacao foi confirmada, no caso de Clulow V. et al (2003) nao o foi.
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650 4 $a Sustainability. $3 793436
650 4 $a Competition. $3 559988
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710 2 $a Universidade Catolica Portuguesa (Portugal). $3 1469780
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