#resource-based view

According to Chapter 3, the resource-based view (RBV) is the perspective that firms' competitive advantages are due to their endowment of strategic resources that are valuable, rare, costly to imitate, and costly to substitute (Dess et al., 2024). This means that competitive advantage stems not only from market participation but from owning distinctive assets that competitors cannot easily duplicate. Nike's tangible resources include its strong financial base, advanced manufacturing, and global distribution networks give it the scale to dominate athletic wear (Nike, 2024). However, Nike's true strength lies in intangible resources like its world-renowned brand reputation, innovative design culture, and decades of athlete endorsements which foster deep customer loyalty and brand influence that rivals such as Adidas and Puma find challenging to match.

Nike's organizational capabilities tie these resources together into a powerful system. Its supply chain efficiency, digital platforms like Nike Training Club, and sustainability initiatives under Move to Zero demonstrate how the firm converts resources into long-term advantage (Nike, 2024). Because these tangible, intangible, and organizational strengths align with RBV's VRIN criteria, Nike maintains a sustainable competitive edge within the worldwide market for athletic wear.

Nike Through the Resource-Based View (RBV)

Tangible Resources -strong financial base, advanced manufacturing, and global distribution networks

Intangible Resources - brand reputation, innovative design culture, and athlete endorsements

Organizational Capabilities - Supply Chain efficiency, Nike Training Club (digital), and Move To Zero (sustainability)

Dess, G. G., McNamara, G., Eisner, A.B., & Sauerwald, S. (2024). Strategic management: Creating Competitive advantages (11th ed.). McGraw Hill.

Nike, Inc. (2024). NIKE, Inc. annual report on Form 10-K for the fiscal year ended May 31, 2024. U.S. Securities and Exchange Commission.

Nike, Inc. (2024). Move to Zero Sustainability Campaign. Nike.com.

Aims: Agribusiness sector is facing several challenges due to a rapid weather and technological changes. This is urged a collective approach. Literature has acknowledged that agribusiness farms which engage in collective actions generate greater value-add and enhance socio-economic contributions of a country. However, its relative importance along with the dynamic capabilities possessed by farms and subsequently competitive advantage has received very little research attention. Theoretically, this study examines the resource-based view in combination with the dynamic capability theories. Study Design: Specifically, the minor export crop farm owners involved in the commercial cultivation of cinnamon, pepper and clove in Sri Lanka were surveyed using a personally-administered, structured questionnaire.  Results: The results of regression-based path analysis indicate a significant relationship between collective actions and competitive advantage, as well as between collective actions and dynamic capabilities.   Conclusion: The study has extended our understanding of the importance of collective actions for the minor export crop farm owners. Research and managerial implications are provided together with future research directions.  

Author(s) Details Vilani Sachitra Department of Commerce, University of Sri Jayewardenepura, Sri Lanka. Siong-Choy Chong Finance Accreditation Agency, Malaysia.

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