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Ch4 Attributes of Strategic Resources
Ch4 Attributes of Strategic Resources
Ch4 Attributes of Strategic Resources
TOPIC 4
ATTRIBUTES OF STRATEGIC
RESOURCES
Strategic Entrepreneurship and Strategic Management
Innovative
Human New value delivered
Combination
Operating
Source: Wickham (2006)
2. Rare
3. Imperfectly Imitable
4. Non-subtitutable
Attributes of Strategic Resources
Valuable resources
Resources are valuable when they help the
organization implement its strategy effectively and
efficiently, which means that in a “strengths,
weaknesses, opportunities, and threats in the
firm’s environment.
A valuable resources is useful for the venture’s
operation. E.g. property, equipment, people, and
skills such as marketing, finance, and accounting
Attributes of Strategic
Resources
Rare resources
A unique and valuable resource clearly gives a firm source of
competitive advantage.
A resource may be considered rare when it is not widely
available to all competitors.
If supply and demand are in equilibrium, and the price of the
resource is generally affordable, the resource will cease to be
rare.
E.g. a good location, managers who are also considered good
leaders, or the control of natural resources like oil reserves.
Attributes of Strategic Resources
Imperfectly imitable (hard to copy)
resources
Firms which have rare and valuable resources clearly have
advantages over firms lacking such assets.
However, even rare resources can be obtained at some
price. If the price is so high that the firm makes no profit,
there is no source of competitive advantage, because the
firm has spent its advantage on the resource.
Where duplication is not possible at a price low enough to
leave profits, the resource is said to be imperfectly imitable
or hard to copy
Attributes of Strategic Resources
Non-subtitutable resources
Non-substitutable resources are strategic resources that
cannot be replaced by common resources.
E.g. Firm A has a rare and valuable resources, which it uses
to implement its strategy. If firm B has common resources
that can be substituted for firm A’s valuable resources, and
these common resources do basically the same things, then
the rare and valuable resources of firm A do not confer
strategic advantage.
In fact, if firm B can obtain common resources that threaten
firm A’s competitive advantage, then so can many other
firms, thereby ensuring that firm A has no advantage.
Attributes of Strategic Resources