Human Capital, Capabilities & Competitive Advantage

Jul 7th, 2015
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Aberystwyth University
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The resource-based view of the firm (RBV) research has been c r i t icized to give l i t t l e elaboration of how f i rms bui l d new capa b i l i t i e s .

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International Review of Business Research PapersVol. 5 No. 5 September 2009 Pp. 25-36Human Capital, Capabilities & Competitive AdvantageEmily AuwThe resource-based view of the firm (RBV) researchhas been criticized to give little elaboration of howfirms build new capabilities. And although recentmanagement concern has been that a value of a firmsr e s o u r c e s s h o u l d b e a s s e s s e d , f e w e m p i r i c a l s tu d i e sd i r e c t l y m e a s u r e c a pa b i l i t i e s r e l a t i o n s h i ps t o h u m a ncapital and competitive advantage. In response to thisgap, this study will empirically examine the relationships between human capital, capabilities andcompetitive advantage of professional service firms inthe Hong Kong, China and Taiwan regions.Fields of Research: Strategic Management, Human Capital, Skills Management,Internationalization1. IntroductionResource-based view research has been criticized to give little elaboration of howfirms build new capabilities (Cavusgil et al., 2007). Also, the recent managementconcern has been that a value of a firms resources should be assessed (Barney &Hesterly, 2006), as competitive advantage of a firm has mostly been inferred from thepresence of substantial resources and/or high performance rather than directmeasurements (Peteraf & Barney, 2003). These previous studies are alsodescriptive/qualitative, and of abstract rather than practical nature (Thompson et al.,2001). Therefore, w

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