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The three types of resources that have been identified as key components in the resource-based view of competitive advantage are: human, physical and organizational.[12] A key strength of Barney's model is that there are many resources, motivations and processes that lead to advantageous performance. A significant problem with the approach is that it defines resources as tangible and concrete and not toward the intangible and complex. Thus, the available options to derive competitive advantage from resources are overlooked in the model. A further confound in Barney's model stems from the fact that the resources are often interdependent creating competitive advantage from the combination of different resources or their substitutes.[1]
Furthermore, a similar approach to Barneys' claim that resource-based view of competition ultimately maps to and extends into traditional wisdom of the corporation, Adamson and Eom (1993) claims that the resource-based view suggest that there is competition at every organizational level and in every industry. He also suggests that competitive advantage is understood as the unmatched combination of internal and external factors needed to win in today's competitive environment. In addition, they note that competitive advantage is gained through assimilating and combining resources inherent to the firm along with exploiting resources outside the firm's industry.
Finally, in the research vein, a major criticism of the resource-based view is that the literature pays scant attention to more mundane and complex issues such as the role of knowledge, organization and relationship-building. In addition, while synergistic effects of resource-based competitive advantage are observable, there are questions of how to test for such synergism and the magnitude of the effects involved. Dedrick and Cook point out that the emphasis within resource-based competition is on the level of the resource, rather than identifying that resource might be crucial to the competitive success. They go on to conclude that the notion that an organization's resources are distinct is misguided. They also emphasize that resources help create an organization's context; a complex relationship composed of organizational resources over which the firm has limited control. Thus, resource-based competition is not simply a matter of resources, but of how they are deployed. These issues are confounded by the lack of a clear conceptual framework to operationalize resources without destroying their fixed and specific nature. d2c66b5586