The Resource Based View and Sustainable Competitive Advantage: the Case of Financial Service Firm

9354 Words Mar 19th, 2013 38 Pages
The resource-based view and sustainable competitive advantage: the case of a financial services firm
Val Clulow School of Business, Swinburne University of Technology, Hawthorn, Australia Julie Gerstman School of Business, Swinburne University of Technology, Hawthorn, Australia Carol Barry School of Business, Swinburne University of Technology, Hawthorn, Australia

Keywords

Resources, Competitive advantage, Financial services, Intangible assets

Introduction
The study of sustainable competitive advantage (SCA) within particular service industries was encouraged as far back as 1993. Bharadwaj et al. (1993, p. 83) proposed a conceptual model which attempted to integrate SCA issues from the fields of marketing, strategic management
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Firms are differentiated by their product offerings and often are categorised into broad market strategies such as value or growth managers. Despite the highly competitive nature of the market, firms exhibit substantial variations in performance. Performance in the funds management sector is commonly measured by average rate of return on funds under management. Such information is readily available on monthly and annual bases and is used as a means of constructing league tables to compare firm performance. Alternative
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Val Clulow, Julie Gerstman and Carol Barry The resource-based view and sustainable competitive advantage: the case of a financial services firm Journal of European Industrial Training 27/5 [2003] 220-232

criteria to measure performance are growth in funds under management or market share. When considering competitive advantage, the perception of the market is the appropriate basis on which firms should be ranked. The rate of return on funds under management is therefore considered the key indicator of superior performance in this study. The objective of this paper is to build upon the theoretical body of literature on the RBV of the

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