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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.
Dr. Hanningtone Gaya PhD. 2016. \u201cTowards Parsimony in Terminology used in the Value Creating Process for Sources of Sustainable Competitive Advantage: The Activity-Resource-Based View (ARBV) Perspective\u201d. Global Journal of Management and Business Research - A: Administration & Management GJMBR-A Volume 16 (GJMBR Volume 16 Issue A7): .
Crossref Journal DOI 10.17406/GJMBR
Print ISSN 0975-5853
e-ISSN 2249-4588
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Total Score: 106
Country: Kenya
Subject: Global Journal of Management and Business Research - A: Administration & Management
Authors: Dr. Hanningtone Gaya (PhD/Dr. count: 1)
View Count (all-time): 148
Total Views (Real + Logic): 3622
Total Downloads (simulated): 1968
Publish Date: 2016 08, Wed
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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.
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