Appears here the concept of organizational routines in the sense of Nelson (1991) and Nelson and Winter (1982). A capability is essentially a routine, or a number of interacting routines. Raven (1995) states that “the heart of any strategy is to obtain benefits from the resources and capabilities that controls the company, such as physical and financial assets, human capital, intangible assets such as brands, reputation, experience and technology. Capacities are basically consequences of action to address mobilize resources through the creation of a system of organizational routines and culture, the result of a collective learning process. Swarmed by offers, John Castle is currently assessing future choices. ” As is clear from the definition of Cuervo, resource capabilities will also be available to the company, organizational, that will energize the other resources that has a business organization. However, other authors regard for resources, among others, human skills and organizational routines which for others is clearly a building. For its part, Barney (1991) and Grant (1991) recognize the existence of organizational resources, which are nothing but a concept very similar to that of capacity.

As is clear from the above, the debate on these concepts is not yet closed. However in this study will continue the trend for the broad sense of the term resource. Another important point that arises in this work is the distinction between resources and distinctive competencies. For this clarification is necessary to reflect on the traditional concept of “sustainable competitive advantage” (Coyne, 1986). The resource-based approach identifies the resources as the source of competitive advantage. It is not enough to have a competitive advantage, it also must be sustainable over time and the company should be able to appropriate the revenues it generates.

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