Professional Documents
Culture Documents
GROUP 1
QUESTION
Competitive
advantage based on heavy investment in human assets is more sustainable than investments in other types of assets. Discuss.
different types of strategies that may help an organization to sustain the competitive advantage.
the basic strategies firms can have in order to achieve sustainable competitive advantage. implementing a value creating strategy not simultaneously being implemented by any current or potential competitors and when these other firms are unable to duplicate the benefits of this strategy (Barney, p. 102).
A long-term competitive advantage that is not easily duplicable or surpassable by the competitors. BusinessDictionary.com (2011)
A
protracted or extended benefit or gain Implementing some inimitable and matchless value creating strategy No current or potential competitors are implementing or able to copy the benefits of this strategy.
commitment of top management; the motivation and aspirations of recruits; the core capabilities of the management team; the teams aspiration; its ability to build and maintain alliances; and the integration of the business into a global network.
Productivity
Outstanding Service
Human Resource
Special Skills
Unsual Quality
Achieving competitive success through people involves fundamentally altering how we think about the workforce and the employment relationship. It means achieving success by working with people, not by replacing them or limiting the scope of their activities. It entails seeing the workforce as a source of strategic advantage, not just as a cost to be minimized or avoided. Firms that take this different perspective are often able to successfully outmaneuver and outperform their rivals. Jeffrey Pfeffer
What successful firms tend to have in common is that for their sustained advantage, they rely not on technology, patents, or strategic position, but on how they manage their workforce.
As other sources of competitive success have become less important, what remains as a crucial, differentiating factor is the organization, its employees, and how they work. Consider, for instance, the example of Nordstrom.
the department store chain, has enjoyed substantial success both in customer service and in sales and profitability growth over the years. Nordstrom compensates its employees in part with commissions. many of its competitors, after finally acknowledging Nordstroms success, and the fact that it was attributable to the behaviour of its employees, instituted commission systems. By itself, changing the compensation system did not fully capture what Nordstrom had done, nor did it provide many benefits to the competition. Indeed, in some cases, changing the compensation system produced employee grievances and attempts to unionize when the new system was viewed as unfair or arbitrary.
more exhausted than empowered, more cynical than self-renewing. in many companies only marginal managerial attention is focused on the problems of employee capability and motivation.
Somewhere between theory and practice, precious human capital is being misused, wasted or lost.
At the heart of the problem is a failure to recognize that although the past three decades have brought dramatic changes in both external strategic imperatives and internal strategic resources, many companies continue to have outmoded strategic perspectives.
sophisticated strategic-planning systems were supposed to help senior managers decide which businesses to grow and which to harvest. all the planning and investment were unable to stop the competition from imitating or leapfrogging their carefully developed product-market positions. In the late 1980s, the search for more dynamic, adaptive and sustainable advantage led many to supplement their analysis of external competition with an internal-competency assessment. They recognized that development of resources and capabilities would be more difficult to imitate: The corecompetency
Presently being touted as an alternative theory of strategy to that developed by Porter 1985. Instead of focusing on positioning in the product market, firms achieve sustainable competitive advantage by developing resources, which add unique or rare value, which cant easily be copied by others. Thus the firm with superior access to physical resources, which others cannot buy, holds a superior advantage.
For example, a manufacturing firm, which invents a superior process technology, holds an advantage over its rivals.
Firm resources include all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency (doing things right) and effectiveness (doing the right things). Firm resources are strengths that firms can use to conceive of and implement their strategies. Firm resources can be conveniently classified into three categories:
physical capital resources, human capital resources and organizational capital resources.
Physical capital resources include the physical technology used in a firm, a firms plant and equipment, its geographic location, and access to raw materials. Human capital resources include the training, experience, judgment, intelligence, relationships and insight of individual managers and workers in a firm. The organizational capital resources include a firms formal reporting structure, its formal and informal planning, controlling, and coordinating systems, as well as relations among groups within a firm and between a firm and those in its environment (Barney 1991: 101).
resources add value to the firm, are rare and cannot be imitated they are characterized by unique historical conditions, causal ambiguity and social complexity,
not
all firms can successfully develop human resources as a sustain competitive advantage through imitating the HR practices of firms that have successfully developed human resources.
Employment security Incentive pay Participation and empowerment Symbolic egalitarianism Long-term perspective Selectivity in recruiting Employee ownership Teams and job redesign Wage compression Measurement of practices Cross-utilization & cross-training High wage Information sharing Training and skill development Promotion from within Overarching philosophy
IN CONCLUSION
Sustainable competitive advantage can best be achieved by seeking improvement in the management of people,
through better utilization of human resources the resource-based view of the firm provides a framework for examining the role of human resources in competitive success and forces us to think more clearly about the quality of the workforce skills at various levels and the quality of the motivation climate created by strategic human resource management (Boxall 1996).
BIBLIOGRAPHY
Barney, J. 1991,Firm resources and sustained competitive advantage Journal of Management, Vol. 17, No 1 Boxall, P. 1996, The strategic Human Resource Management debate and the resource-based view of the firm Human Resource Management Journal Child, J. 1972 Organisation structure, environment and performance: the role of strategic choice, Sociology. Coff, R.W., 1994,Human Assets and organization control: implication of the resource- based view John M. Olin School of Business Washington University. Day, G. S. (1984). Strategic Market Planning: The Pursuit of Competitive Advantage. St. Paul, MN, USA: West Publishing Company. MITSloan Management Review, Winter 2002, Volume 43, No. 2 Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: The Free Press.