By Ron Sanchez
This quantity of "Research in Competence-Based administration" specializes in more than a few basic matters in constructing competence-base thought and in project competence-based study meant to give a contribution to administration concept improvement. the 1st papers during this quantity revisit and reappraise a couple of foundational competence principles, options, and learn topics to signify a few conceptual differences and clarifications that will be precious in extra idea improvement. Following papers check the parts during which restatements or extensions of present competence thought will be wanted or will be valuable. the ultimate papers within the quantity handle the ways that learn undertaken in the competence standpoint interfaces with the huge movement of theorizing and examine carried out in technique and administration.
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Additional resources for A Focused Issues on Fundamental Issues in Competence Theory Development (Research in Competence Based Management) (Research in Competence-Based Management)
The third context involves the use of ‘‘nonsubstitutability’’ as a basis for identifying resources that can be sources of sustained competitive advantage. We now consider the ways in which the Uniqueness Dilemma occurs in each of these three contexts. 28 RON SANCHEZ Rarity and Resource Heterogeneity Barney (1991, pp. 106–107) explains the basic VRIO argument why a ﬁrm resource must be rare to be a source of competitive advantage as follows: A ﬁrm enjoys a competitive advantage when it is implementing a value-creating strategy not simultaneously implemented by large numbers of other ﬁrms.
However, from a scientiﬁc perspective, such arguments often appear to be ad hoc in nature and inverted in order. 7 Given the unlimited scope of theories, models, and frameworks that can be invoked to identify strategically valuable resources in RBV research, some plausible argument can always be constructed (and appropriate correlations found in data) to support some assertions about the strategically valuable resources that are (putatively) responsible for a ﬁrm’s success. The virtual assurance that some signiﬁcant correlations can always be obtained by sifting through invoked theories, models, and frameworks until a good ﬁt 22 RON SANCHEZ with some data is found no doubt has much to do with the popularity of RBV research conducted in this mode.
When some signiﬁcant correlations are found ex post (which is a virtual certainty in any sizeable list), the resources with high correlations ex post are asserted to have been the ex ante strategically valuable resources for those ﬁrms. The result of this mode of RBV research is a veritable cacophony of claims as to the ﬁrm attributes that are asserted to constitute strategically valuable resources and to ‘‘explain’’ ﬁrm success in various settings studied. From a scientiﬁc perspective, however, such claims only add to the proliferation of ad hoc, tautological statements that lack any systematic conceptual and logical basis derived from the RBV for explaining ﬁrm success.