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First published March 1991

Firm Resources and Sustained Competitive Advantage

Abstract

Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.

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1Thus, for example, Porter (1980) suggests that firms should analyze their competitive environment, choose their strategies, and then acquire the resources needed to implement their strategies. Firms are assumed to have the same resources to implement these strategies or to have the same access to these resources. More recently, Porter (1985) has introduced a language for discussing possible internal organizational attributes that may affect competitive advantage. The relationship between this "value chain" logic and the resource based view of the firm is examined below.

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Jay Barney
Texas A&M University

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