Resource-based view
Also called: RBV
The theory that sustainable competitive advantage stems from resources and capabilities that are valuable, rare, hard to imitate and well exploited by the organization.
The theory that sustainable competitive advantage stems from resources and capabilities that are valuable, rare, hard to imitate and well exploited by the organization. It explains why the capability map, not the org chart, is the stable unit of analysis.
It explains why copying a competitor process rarely copies its result: what sustains the advantage is not the visible activity but the hard-to-imitate resources and capabilities that make it possible.