留学生MBA作业-企业管理中的基于资源的视图。本文是一篇MBA留学作业写作范文，主要内容是基于资源的观点被定义为一种商业管理工具，用于了解企业可用的战略资源。基于资源的价值的基本原则是，公司竞争优势的基础主要在于公司可支配的宝贵资源的应用。为了将短期竞争优势转变为持续的竞争优势，需要这些资源本质上是异质的，并且不是完全可移动的。换言之，这将转变为宝贵的资源，这些资源不需要付出巨大努力就可以完全限制或替代。如果这些条件保持不变，公司的资源组可以帮助公司维持高于平均水平的回报。下面就请参阅这篇留学生MBA作业-写作范文。
Introduction 引言
The resource-based view is defined as a business management tool utilized to know the strategic resources available to firm. The basic principle of the resource based value is that the basis for a competitive advantage of a company lies primarily in the application of the group of valuable resources at the firm’s disposal. In order to change a short-run competitive advantage into a maintained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile. In other words, this will change into valuable resources that either perfectly imitable or substitutable without great effort. If these conditions are remained, the company’s group of resources can help the firm sustaining above average returns.
The recent dominant view of corporate strategy – resource-based theory or resource-based view (RBV) of company – is based on the theory of economic rent and the view of the company as a collection of capabilities. This view of strategy has a coherence and integrative role that puts it well ahead of other mechanisms of strategic decision making.
近期公司战略的主流观点——基于资源的理论或基于资源的公司观（RBV）——基于经济租金理论和公司作为能力集合的观点。这种战略观具有连贯性和综合性，使其远远领先于其他战略决策机制。
The olden strategy models such as Michael Porter’s five forces model concentrates on the firm’s external competitive environment. Most of them do not try to look inside the firm. Instead, the resource-based perspective shows the need for a fit among the external market context in which a firm works and its internal capabilities.
旧的战略模型，如迈克尔·波特的五力模型，集中于公司的外部竞争环境。他们中的大多数人都不想进入公司内部。相反，以资源为基础的观点表明，需要在公司工作的外部市场环境与其内部能力之间进行匹配。
In contrast to the Input / Output Model (I/O model), the resource-based view is grounded in the perspective that a company’s internal environment, in terms of its resources and capabilities, is more crucial to the determination of strategic action compared to the external environment. The resource based view suggest that a company’s rare resources and capabilities give the basis for a strategy instead of concentrating on the accumulation of resources necessary to implement the strategy dictated by conditions and constraints in the external environment (I/O model). The business strategy chosen should enable the company to best use its core competencies relative to chances in the external environment.”
与输入/输出模型（I/O模型）不同，基于资源的观点基于这样一个观点，即与外部环境相比，公司的内部环境（就其资源和能力而言）对战略行动的决定更为关键。基于资源的观点表明，公司的稀缺资源和能力为战略提供了基础，而不是集中于实施外部环境（I/O模型）中的条件和约束所决定的战略所需的资源积累。所选择的业务战略应使公司能够在外部环境中最佳地利用其核心竞争力。”
The resource-based view of the firm might be useful to the field of strategic management. The big benefit of this theory was it motivated a dialogue between scholars from a lot of perspectives, which they described as “good conversation.” From then onwards, the strengths and weaknesses of the resource based view have been vigorously argued in strategic management and other management disciplines.
企业的资源观可能对战略管理领域有用。这一理论的最大好处是它激发了学者之间从多个角度进行的对话，他们称之为“良好的对话”。从那时起，基于资源的观点的优点和缺点在战略管理和其他管理学科中得到了有力的论证。
There are lesser discussions regarding the resource based view done in the field of information systems. The resource based view is used in the information system field on a few occasions, yet there is no effort up to date to comprehensive evaluates their weaknesses and strengths.
关于信息系统领域基于资源的观点的讨论较少。基于资源的观点在信息系统领域有几次被使用，但迄今为止还没有对其弱点和优势进行全面评估。
The resource-based view also stands that companies possess resources, a subset which allows them to reach competitive advantage and later on giving them long term superior performance. Many studies of performance from company using the resource based view have found differences within the industries. This recommends that the effects of individual, firm-specific resources on performance can be crucial.
以资源为基础的观点还认为，公司拥有资源，这是一个子集，可以让他们获得竞争优势，并在以后为他们提供长期的卓越业绩。许多使用基于资源的观点对公司绩效进行的研究发现了行业内的差异。这表明，个人、公司特定资源对绩效的影响至关重要。
Valuable and rare resources and whose benefits can be sorted by the owning (or controlling) company giving it with a temporary competitive advantage. That strength can be maintained over longer time periods to the extent that the company can protect against resource imitation, transfer, or substitution. In other words, empirical studies using the theory have strongly supported the resource-based view.
有价值且稀有的资源，其利益可由拥有（或控制）公司进行排序，从而使其具有暂时的竞争优势。在公司能够防止资源模仿、转移或替代的程度上，这种力量可以在更长的时间内保持。换句话说，使用该理论的实证研究有力地支持了基于资源的观点。
One of the key challenges of resource based view related is to understand the meaning of resource. Many people are interested in the resource based view and utilized a few different concepts to speak about a company’s resources. This includes assets, stocks, competencies and skills. Such proliferation of terms is a problem for research utilizing resource based view because it is usually not clear what the researchers mean by key terminology. To make things simple, it is better to clarify the terms in a relevant way. Together, assets and capabilities define the set of resources available to the firm.
基于资源的视图相关的关键挑战之一是理解资源的含义。许多人对基于资源的观点感兴趣，并使用了一些不同的概念来谈论公司的资源。这包括资产、库存、能力和技能。术语的这种扩散对于利用基于资源的观点进行研究是一个问题，因为研究人员通常不清楚关键术语的含义。为了使事情变得简单，最好以相关的方式澄清这些术语。资产和能力共同定义了公司可用的资源集。
Assets mean anything intangible or tangible that the firm can utilize for producing and creating in its process to a market. Assets can be taken as a input or output of a process. It can also be tangible and intangible. In other words, capabilities change inputs into outputs of greater worth. Capabilities includes processes and skills.
资产是指公司可以在其向市场的过程中用于生产和创造的任何无形或有形资产。资产可以作为流程的输入或输出。它也可以是有形的和无形的。换言之，能力将投入转化为更有价值的产出。能力包括流程和技能。
Since years ago, there are big collections of contributions in the areas of strategic management and economics which find to change the term of resource based view or utilize it as a framework to solve empirical questions. Meanwhile, the basic propositions of resource based view have increased explained. In summary, the initial contribution of the RBV of the company to date has been as a concept of competitive advantage. The start is with an assumption which the wanted outcome of managerial effort within the company is sustainable competitive advantage. Achieving such a level enables the company to earn economic rents instead. This also concentrates on how the company achieve and maintain advantages. The resource based view argues that the answer to such question stays in the possession of important resources which have certain characteristics like barriers to duplication and value. A SCA can be achieved if the company effectively uses the resources in its product markets. Resource based view focuses the strategic choice, charging the company’s management with the crucial tasks of developing, identifying and utilizing important resources to maximize returns. The resource based view will be discussed later in the following paragraphs and also followed by a conclusion.
自几年前以来，在战略管理和经济学领域有大量的贡献，它们试图改变基于资源的观点，或将其作为解决实证问题的框架。同时，对基于资源的观点的基本命题进行了解释。总之，迄今为止，公司RBV的初始贡献是作为竞争优势的概念。一开始的假设是，公司内部管理努力的理想结果是持续的竞争优势。达到这样的水平使公司能够赚取经济租金。这也集中于公司如何实现和保持优势。基于资源的观点认为，这一问题的答案在于拥有重要的资源，这些资源具有某些特征，如复制障碍和价值。如果公司有效利用其产品市场中的资源，就可以实现SCA。基于资源的观点关注战略选择，为公司管理层承担开发、识别和利用重要资源以实现回报最大化的关键任务。基于资源的观点将在后面的段落中讨论，并得出结论。
Article 1 Corporate Social Responsibility: A Resource-Based View of the Firm 第一条企业社会责任：基于资源的企业观
This section reviews the application of the corporate social responsibility (CSR) as an intangible dynamic resource, its application in the formulation of marketing strategies and its association with business performance, using the theoretical framework of resource-based view of the firm (RBV).
本节使用企业资源观（RBV）的理论框架，回顾了企业社会责任（CSR）作为一种无形的动态资源的应用、其在制定营销战略中的应用及其与企业绩效的关联。
CSR focuses on what is termed the triple bottom line – people, planet, profit (Capaldi, 2005). Supporters of CSR believe that it is compatible with the traditional goals of a business and in fact can enhance a business. These supporters assert that CSR must become an integral part of the wealth creation process. Therefore, if CSR is managed properly, it should enhance business competitiveness and maximize wealth creation value to society. Also, when the economy is facing challenging times like now, there is greater not lesser need to practice CSR. The benefits of CSR will be discussed in detail in subsequent paragraphs.
CSR专注于所谓的三重底线——人、地球、利润。企业社会责任的支持者认为，它符合企业的传统目标，事实上可以提升企业。这些支持者主张，企业社会责任必须成为财富创造过程的一个组成部分。因此，如果企业社会责任管理得当，就应该提高企业竞争力，最大限度地为社会创造财富。此外，当经济面临像现在这样的挑战时，践行企业社会责任的必要性更大而不是更小。企业社会责任的益处将在后续段落中详细讨论。
CSR initiatives can be in many forms, depending on the company. Some focus solely on environmental issues but there is a move towards community-based development projects (Tench et al, 2007). These projects perform a variety of functions for people in rural areas such as providing education for children and equipping adults with job skills. Other CSR initiatives occur in the form of providing healthcare and awareness of diseases such as AIDS and malaria. Based on these companies’ annual reports and other publications, such initiatives seem to be successful (Vernon and Mackenzie, 2008). Therefore, companies are encouraged to embrace CSR to fulfil their roles as good corporate citizens.
企业社会责任举措可以有多种形式，具体取决于公司。有些人只关注环境问题，但正在向社区发展项目迈进。这些项目为农村地区的人们履行各种职能，例如为儿童提供教育，为成年人提供工作技能。其他社会责任举措的形式是提供医疗保健和对艾滋病和疟疾等疾病的认识。根据这些公司的年度报告和其他出版物，这些举措似乎是成功的。因此，鼓励企业接受企业社会责任，以履行其作为良好企业公民的角色。
Even though governments have not enacted legislature compelling businesses to embrace CSR, the accounting fraternity has taken the lead by instituting accounting standards and guidelines that compel MNCs to adopt some aspects of CSR. The guidelines are on environmental and sustainable reporting and demonstrate how acting ‘green’ can be incorporated into a company’s accounting system (O’Dwyer, 2003). Some of the more notable guidelines and standards promoting CSR are AccountAbility’s AA1000 standard, Social Accountability International’s SA8000 standard, ISO14000 Environmental Management Standard and Global Reporting Initiative’s Sustainable Reporting Guidelines. These standards and others have increased the awareness among accountants for the need for good CSR and sustainable reporting.
尽管各国政府尚未颁布立法，迫使企业接受企业社会责任，但会计界已经率先制定了会计标准和准则，迫使跨国公司采纳企业社会责任的某些方面。该指南是关于环境和可持续报告的，并展示了如何将“绿色”行为纳入公司的会计体系。促进企业社会责任的一些更显著的准则和标准是AccountAbility的AA1000标准、Social AccountAbility International的SA8000标准、ISO14000环境管理标准和全球报告倡议的可持续报告准则。这些标准和其他标准提高了会计师对良好企业社会责任和可持续报告需求的认识。
Stakeholder Theory 利益相关者理论
The stakeholder theory considers the impact of expectations of the different stakeholder groups to determine CSR. This is expressed by Drucker in his views on business ethics in that management is ultimately responsible to itself and society at large. These sentiments were re-echoed later by Freeman (1984, cited in Enquist et al, 2006) who said it was not just a matter of social responsibility or business ethics, but ultimately the very survival of the company hinges on it. Stakeholders are ‘groups from whom the organization has voluntarily accepted benefits, and to whom the organization has therefore incurred obligations of fairness’ (Galbreath, 2009). A firm’s traditional stakeholders are its shareholders, employees, creditors, customers and the government. However, the scope has been expanded in recent years to include non-governmental organizations and the community as a whole.
利益相关者理论考虑了不同利益相关者群体的期望对企业社会责任的影响。德鲁克在其商业道德观中表达了这一点，即管理层最终对自身和整个社会负责。弗里曼再次重申了这些观点，他表示这不仅仅是社会责任或商业道德的问题，公司的生存最终取决于此。利益相关者是“组织自愿接受利益的群体，因此组织承担了公平义务”。公司的传统利益相关者是股东、员工、债权人、客户和政府。然而，近年来，这一范围已扩大到包括非政府组织和整个社区。
CSR is utilized as a management tool for managing the information needs of the various powerful stakeholder groups and managers use CSR to manage or influence the most powerful stakeholders in order to gain their support which is vital for survival (Freeman et al, 200, cited in Gyves and O’Higgins, 2008). The key issue here is identifying the concerns of the various stakeholder groups which are often different, and how to satisfy them. Hence, the corporation is driven to act in a more ethical manner to avoid antagonizing powerful stakeholders. Scholars have cited five major strategic responses to institutional pressure for CSR, which range from the timid to the hostile. The first strategy is to acquiesce, which is to accept CSR values, norms and rules for the organization. The second approach is to compromise by partially conforming to CSR requirements while modifying it to suit organizational needs. The third strategy is to avoid or resist all CSR initiatives while the fourth method is a more active form of resistance to CSR initiatives through outright defiance. The final approach is by manipulation, which is by attempting to change global CSR standards. As can be expected, the last approach can only be employed by the largest and most powerful corporations.
企业社会责任被用作管理各种强大利益相关者群体信息需求的管理工具，管理者使用企业社会责任来管理或影响最强大的利益相关者，以获得对生存至关重要的支持。这里的关键问题是确定不同利益相关者群体的关注点，这些关注点通常是不同的，以及如何满足这些关注点。因此，公司被驱使以更道德的方式行事，以避免与强大的利益相关者发生冲突。学者们列举了针对企业社会责任制度压力的五种主要战略应对措施，从胆小者到敌对者。第一种策略是默认，即接受企业社会责任的价值观、规范和规则。第二种方法是通过部分遵守企业社会责任要求，同时对其进行修改以适应组织需求，从而做出妥协。第三种策略是避免或抵制所有企业社会责任倡议，而第四种方法则是通过公然反抗来更积极地抵制企业社会责任举措。最后一种方法是操纵，即试图改变全球企业社会责任标准。正如可以预料的那样，最后一种方法只能由最大和最强大的公司采用。
Furthermore, a CSR strategy can be considered as a core intangible dynamic resource within the resource-based view of the firm (RVB). It can provide a general framework for decisions regarding the design and adoption of other organisational resources that collectively characterise their marketing approach and direction.
此外，企业社会责任战略可以被视为企业资源观（RVB）中的核心无形动态资源。它可以为有关设计和采用其他组织资源的决策提供一个总体框架，这些资源共同表征了他们的营销方法和方向。
Article 2 The resource-based view of the firm: Ten years after 1991.(Technical) 第2条公司的资源观：1991年后的十年。（技术）
Ten years ago, Jay Barney edited a special forum in this journal on the Resource-Based View of the Firm (Barney, 1991). In his article in the special issue, Barney argued that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. These resources and capabilities can be viewed as bundles of tangible and intangible assets, including a firm’s management skills, its organizational processes and routines, and the information and knowledge it controls. In the intervening decade, the diffusion of the resource-based view (RBV) in strategic management and related disciplines has been both dramatic and controversial and has involved considerable theoretical development and empirical testing. As such, it seemed timely to organize a new special issue that attempts to assess the past contributions of the RBV as well as presenting forward-looking extensions.
十年前，杰伊·巴尼在这本杂志上编辑了一个关于公司基于资源的观点的特别论坛。在特刊的文章中，巴尼认为，持续的竞争优势来自于公司控制的资源和能力，这些资源和能力是有价值的、罕见的、不可完全限制的，而且是不可替代的。这些资源和能力可以被视为有形和无形资产的组合，包括公司的管理技能、组织流程和惯例以及所控制的信息和知识。在过去的十年中，基于资源的观点在战略管理和相关学科中的传播既引人注目又充满争议，并涉及大量的理论发展和实证检验。因此，组织一个新的特别问题，试图评估RBV过去的贡献，并提出前瞻性的扩展，似乎是及时的。
Barney’s 1991 article was positioned relative to the structure-conduct-performance (SCP) paradigm in economics. Revisiting this article, Barney (2001a) discusses the implications of linking the RBV to the neoclassical microeconomics and evolutionary economics literatures. Situating the RBV in relation to neoclassical microeconomics would have helped address issues concerning whether or not equilibrium analysis can be applied in resource-based analyses, whether the RBV is tautological, and identification of attributes of resources and capabilities that lead them to be inelastic in supply. Positioning the RBV against evolutionary economics would have helped develop arguments concerning how routines and capabilities change over time. Barney points out that all three perspectives have been developed over the last decade and provide a body of related yet distinct resource-based theoretical tools that can be applied in different ways in different contexts.
Barney 1991年的文章定位于经济学中的结构行为绩效（SCP）范式。Barney（2001a）回顾了这篇文章，讨论了将RBV与新古典微观经济学和进化经济学文献联系起来的含义。将RBV与新古典微观经济学联系起来，将有助于解决以下问题：均衡分析是否可以应用于基于资源的分析，RBV是否是同义词，以及确定导致资源和能力供应缺乏弹性的资源和能力的属性。将RBV与进化经济学相比较，有助于形成关于例程和能力如何随时间变化的论点。巴尼指出，这三种观点在过去十年中都得到了发展，并提供了一系列相关但又不同的基于资源的理论工具，可以在不同的背景下以不同的方式应用。
Mahoney (2001) revisits Conner’s (1991) paper to provide an alternative perspective on the similarities and distinctions between RBV and transaction cost economics (TCE), questioning Conner’s argument that the fundamental difference is that the former focuses on the deployment and combination of specific inputs while the latter focuses on the avoidance of opportunism. Mahoney argues that to continue to develop the RBV with the assumption of no opportunism ignores key issues. With opportunism, the presence of the firm facilitates superior knowledge transplantation relative to the market because of superior coding, better control of opportunistic behavior due to the authority relationship and superior information. RBV and TCE are viewed as complementary because the former is a theory of firm rents whereas the latter is a theory of the existence of the firm. The set of market frictions that explain sustainable firm-level rents would be sufficient market frictions to explain the existence of the firm. The problem of opportunism, however, has also been closely associated with recent literature on corporate restructuring, to which we return below.
Mahoney重新审视了Conner的论文，为RBV和交易成本经济学之间的相似性和差异提供了另一种视角，质疑Conner的论点，即前者侧重于特定投入的部署和组合，而后者侧重于避免机会主义。马奥尼认为，在没有机会主义的假设下继续发展RBV忽略了关键问题。在机会主义的情况下，公司的存在促进了相对于市场的优势知识移植，因为它具有优势编码，由于权威关系和优势信息，可以更好地控制机会主义行为。RBV和TCE被认为是互补的，因为前者是企业租金理论，而后者是企业存在理论。解释可持续企业水平租金的一系列市场摩擦将足以解释企业的存在。然而，机会主义的问题也与最近关于公司重组的文献密切相关，我们将在下文中重新讨论。
Revisiting their managerial rents model, Castanias and Helfat (2001) present an expanded classification of managerial resources and explain how it relates to (1) other classifications of managerial abilities such as those dealing with leadership qualities or functional area experience and (2) the fundamental resource-based characteristics of scarcity, immobility, and inimitability. The implications of this model for firm performance, appropriability of rents from managerial resources, and incentives for managers to generate rents are then analyzed. The authors argue that managerial resources, which cannot be imitated quickly or which may have imperfect substitutes, do not by definition generate rents, especially if effort and motivation are lacking or misdirected. They also suggest that the nature of managerial resources may need to change with the life-cycle of the firm and the industry for rents to be generated.
Castanias和Helfat重新审视了他们的管理租金模型，提出了管理资源的扩展分类，并解释了它与（1）管理能力的其他分类，如处理领导素质或职能领域经验的分类，以及（2）稀缺性、固定性和独特性的基本资源特征之间的关系。然后分析了该模型对企业绩效、管理资源租金的适宜性以及管理者产生租金的激励因素的影响。作者认为，管理资源无法快速模仿，或者可能有不完美的替代品，从定义上来说，不会产生租金，特别是在缺乏努力和动机或方向错误的情况下。他们还建议，管理资源的性质可能需要随着公司和行业的生命周期而改变，以产生租金。
Article 3
Out of the many theories of organizational behavior, one aligns itself well with the human capital view of people within an organization. This theory, called the Resource Based View (RBV), suggests that the method in which resources are applied within a firm can create a competitive advantage (Barney, 1991; Mata, Fuerst, & Barney, 1995; Peteraf, 1993; Wernerfert, 1984). The resource based view of firms is based on two main assumptions: resource diversity and resource immobility (Barney, 1991; Mata et al., 1995). According to Mata et al. (1995), these assumptions are defined as:
在组织行为的众多理论中，有一种理论与组织内部人员的人力资本观很好地吻合。这一理论称为基于资源的观点，它表明在企业内部应用资源的方法可以创造竞争优势。基于资源的企业观基于两个主要假设：资源多样性和资源不动性。根据Mata等人，这些假设定义为：
Resource diversity (also called resource heterogeneity) pertains to whether a firm owns a resource or capability that is also owned by numerous other competing firms, then that resource cannot provide a competitive advantage.
资源多样性（也称为资源异质性）是指企业是否拥有其他众多竞争企业所拥有的资源或能力，那么该资源就不能提供竞争优势。
As an example of resource diversity, consider the following: a firm is trying to decide whether to implement a new IT product. This new product might provide a competitive advantage to the firm if no other competitors have the same functionality. If competing firms have similar functionality, then this new IT product doesn’t pass the ‘resource diversity’ test and therefore doesn’t provide a competitive advantage.
作为资源多样性的一个例子，请考虑以下内容：一家公司正试图决定是否实施新的IT产品。如果没有其他竞争对手具有相同的功能，这种新产品可能会为公司提供竞争优势。如果竞争公司具有类似的功能，那么这种新的IT产品就无法通过“资源多样性”测试，因此无法提供竞争优势。
Resource immobility refers to a resource that is difficult to obtain by competitors because the cost of developing, acquiring or using that resource is too high.
资源不动是指竞争对手难以获得的资源，因为开发、获取或使用该资源的成本太高。
As an example of resource immobility, consider the following: a firm is trying to decide whether they should buy an ‘off-the-shelf’ inventory control system or have one built specifically for their needs. If they buy an off-the-shelf system, they will have no competitive advantage over others in the market because their competition can implement the same system. If they pay for a customized solution that provides specific functionality that only they implement, then they will have a competitive advantage, assuming the same functionality isn’t available in other products.
作为资源不动的一个例子，请考虑以下情况：一家公司正在决定是否应该购买“现成”的库存控制系统，还是专门为其需求构建一个库存控制系统。如果他们购买现成的系统，他们将不会比市场上的其他公司具有竞争优势，因为他们的竞争对手可以实施相同的系统。如果他们为一个定制的解决方案付费，该解决方案提供了只有他们才能实现的特定功能，那么他们将拥有竞争优势，假设其他产品中没有相同的功能。
These two assumptions can be used to determine whether an organization is able to create a sustainable competitive advantage by providing a framework for determining whether a process or technology provides a real advantage over the marketplace.
这两个假设可以用来确定一个组织是否能够通过提供一个框架来确定一个过程或技术是否能够提供相对于市场的真正优势，从而创造可持续的竞争优势。
The resource based view of the firm suggests that an organization’s human capital management practices can contribute significantly to sustaining competitive advantage by creating specific knowledge, skills and culture within the firm that are difficult to imitate (Afiouni, 2007; Mata et al., 1995). In other words, by creating resource diversity (increasing knowledge and skills) and/or resource immobility (a culture that people want to work in), sustainable competitive advantage can be created and maintained.
该公司基于资源的观点表明，一个组织的人力资本管理实践可以通过在公司内部创造难以模仿的特定知识、技能和文化，为保持竞争优势做出重大贡献。换言之，通过创造资源多样性（增加知识和技能）和/或资源固定性（人们希望在其中工作的文化），可以创造和保持可持续的竞争优势。
In order to create human capital resource diversity and immobility, an organization must have adequate human capital management practices, organizational processes, knowledge management practices and systems, educational opportunity (both formal and informal) and social interaction (i.e., community building) practices in place
为了创造人力资本资源的多样性和固定性，组织必须有适当的人力资本管理实践、组织流程、知识管理实践和系统、教育机会（正式和非正式）和社会互动（即社区建设）实践
Conclusion 结论
Based on the empirical writings stated above RBV provides us the understanding that certain unique existing resources will result in superior performance and ultimately build a competitive advantage. Sustainability of such advantage will be determined by the ability of competitors to imitate such resources. However, the existing resources of a firm may not be adequate to facilitate the future market requirement due to volatility of the contemporary markets. There is a vital need to modify and develop resources in order to encounter the future market competition. An organisation should exploit existing business opportunities using the present resources while generating and developing a new set of resources to sustain its competitiveness in the future market environments, hence an organisation should be engaged in resource management and resource development. Their writings explain that in order to sustain the competitive advantage, it’s crucial to develop resources that will strengthen their ability to continue the superior performance. Any industry or market reflects high uncertainty and in order to survive and stay ahead of competition new resources becomes highly necessary. Morgan agrees stating that, need to update resources is a major management task since all business environments reflect highly unpredictable market and environmental conditions. The existing winning edge needed to be developed since various market dynamics may make existing value creating resources obsolete.
基于上述实证研究，RBV为我们提供了一种理解，即某些独特的现有资源将导致卓越的绩效，并最终建立竞争优势。这种优势的可持续性将取决于竞争对手模仿这种资源的能力。然而，由于当代市场的波动性，公司的现有资源可能不足以满足未来的市场需求。为了应对未来的市场竞争，迫切需要修改和开发资源。一个组织应利用现有资源开发现有的商业机会，同时产生和开发一套新的资源，以维持其在未来市场环境中的竞争力，因此组织应参与资源管理和资源开发。他们的著作解释说，为了保持竞争优势，开发资源至关重要，这些资源将加强他们继续保持卓越业绩的能力。任何行业或市场都反映出高度的不确定性，为了生存并在竞争中保持领先，新的资源变得非常必要。摩根同意，需要更新资源是一项主要的管理任务，因为所有的商业环境都反映了高度不可预测的市场和环境条件。需要开发现有的优势，因为各种市场动态可能会使现有的创造价值的资源过时。本站提供各国留学生MBA作业代写或指导服务，如有需要可咨询本平台。