Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the
Accurate comprehension of the article = blue
Critical analysis of the strengths and weakness of the ideas, concepts or theories = yellow
* Provision of specific comments in the form of criticism, disagreement, synthesis, paradox, curiosity or genuine confusion= green
Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the Resource-Based View
Using a thorough analysis of management theories and approaches to illustrate how the Resource-Based View (RBV) of management can deliver greater competitive advantage and more optimized use of internal resources, the authors seek to support this assertion with a comprehensive literature review. The synthesis of the Classical Approach, Human Resource Approach, Quantitative Approach, Systems Perspective, Contingency Approach and Information Technology Approach is used as the foundation for showing how the RBV approach to management can deliver exceptional results (Raduan, Jegak, Haslinda & Alimin, 2009). The authors concentrate on creating a taxonomy that emanates from each of these specific approaches to management, further showing their contributory effects across the factors that also impact the RBV of an organization.
Analysis
The RBV concepts and frameworks are used effectively for showing how an organization can create and sustain a competitive advantage over time, concentrating on the strongest areas of performance across the core competencies they have. Aligning resources to the specific opportunities in a given market is predicated on using the RBV frameworks to ensure an optimal mix of resources and focus to ensure a strategy succeeds over time (Raduan, Jegak, Haslinda & Alimin, 2009). The authors successfully illustrate how the RBV frameworks and concepts can be used for ensuring the accomplishment of long-term strategies, using the in-depth analyses of the management approaches included in the analysis. The taxonomies created from the analyses of the approaches is suitable for strategic planning and development yet has limitations in the area of in the context of RBV-based strategies.
The limitations of this analysis include too much focus on the many management approaches and the build-out of only a partially completed taxonomy. For the taxonomies to be more effective, there needs to be more of an orientation of how to create more flexibility and agility throughout a strategic planning horizon that can be years in duration (Raduan, Jegak, Haslinda & Alimin, 2009). The background research, while impressive in its depth and analysis, fails to deliver a for managing significant, chaotic change such as the level experienced in the last five years of the goal economy.
When the frameworks in this article are compared to today’s current uncertainties, the concepts and frameworks appear too rigid to be of value in turbulent industries.
Conclusion
As impressive as the background research is, this article doesn’t capture the need for exceptionally high levels of agility and knowledge sharing across organizations as well as it could. With incomplete taxonomies and a lack of focus on how to use RBV strategies in uncertain times, the article is a useful reference yet lacks enough agility to fit chaotic times.
References
Raduan, C.R., Jegak, U., Haslinda, A., & Alimin, I. (2009). Management, strategic management theories and the linkage with organizational competitive advantage from the resource-based view. European Journal of Social Sciences, 11(3), 402-418.
