Bio
Dr. Hanningtone Gaya is a scholar and academic affiliated with Riara University in Nairobi, Kenya. He holds a PhD in EBS and has made significant contributions to strategic management, especially through the development of the Activity-Resource-Based View (ARBV) theory. His research focuses on sources of sustainable competitive advantage in services firms, with key publications including 'Is Activity-Resource-Based View (ARBV) the New Theory of the Firm for Creating Sources of Sustainable Competitive Advantage in Services Firms?', 'Towards Parsimony in Terminology used in the Value Creating Process for Sources of Sustainable Competitive Advantage: The Activity-Resource-Based View (ARBV) Perspective', and 'Tangible Resources are the First Step in the Value Creation Process of Sources of Sustainable Competitive Advantage in a Services Firm: An Activity-Resource-Based View (ARBV) Theory?'. He also explores qualitative single case study methodology in strategic management.
Educational Journey
Riara University
PhD, EBS
Experience
Research
Tangible Resources are the First Step in the Value Creation Process of Sources of Sustainable Competitive Advantage in a Services Firm: An Activity-Resource-Based View (ARBV) Theory?
This paper postulates that tangible resources that are rare, valuable, inimitable and in substitutable, owned and controlled by a firm, are at the core of the value creation process that leads to the creation of sustainable competitive advantage for a consistently high performing firm in the motor service industry. The paper asserts that by integrating activity-based and resourcebased views of the firm, through activity drivers of scale, location and capacity utilization, the value creation process by tangible resources is explained. A new framework, the activityresource- based view (ARBV) is also generated.
Towards Parsimony in Terminology used in the Value Creating Process for Sources of Sustainable Competitive Advantage: The Activity-Resource-Based View (ARBV) Perspective
This paper promotes the need for parsimony in terminology used in the actual value creating process for sources of sustainable competitive advantage by advocating for the need to have universally accepted definitions of the terms resources, capabilities and competencies. This urgent need for an explicit distinction of terminology is supported by recent literature. Specifically, this paper also advocates for the activity-resource-based view (ARBV), derived by integrating the activity and resource-based views, to be one of the main frameworks for analysing the actual value creation process for firms in the services industry. The paper also contributes to the bridging of the gap in strategic management literature and offers guidance for future research by urging scholars and researchers to embrace the empirical integration of the activity and resource-based views.
Is Activity-Resource-based View (ARBV) the New Theory of the Firm for Creating Sources of Sustainable Competitive Advantage in Services Firms?
This paper advocates the extension of the resource based view (RBV) by proposing a new theory to understand the actual creation process of sustainable competitive advantage using a services firm in the motor industry in Kenya as a case, by integrating the activity-based view (ABV) with the RBV, through activity drivers, to generate a new theory: Activity-resourcebased view (ARBV). A qualitative case study of a consistently high performing firm in the motor services industry in Kenya was used to determine if the ARBV assists in creating a sustainable competitive advantage. The results from the in depth semi-structured qualitative case study shows that a firm in a motor service industry that adopts the new theory, ARBV, will generate and sustain a competitive advantage for itself.
