Technological resources for sustainable competitive advantage in manufacturing: Case of selected companies

Abstract

Both strategic management and operations management experts have handled the resource-based view. In the paper, technological advances in the resource base were the main focus in addressing the large manufacturing companies with operations with a narrowed focus from three companies. Unlike service industry, manufacturing industry involves large outlays of capital to make technological improvements. Nevertheless, firms that adopted continuous improvement approaches are more tactfully prepared to adapt to change. It has been stated by change management experts that the only thing that is constant is change. The equipment and technologies selected require flexibilities in order to keep up with the inevitable fast changes that are eminent due to the advent of the Information technology age and the world opening up to one global village. As the borders have become more porous, focus by manufacturing companies on competitive technologies networking with successful world-class firms, strategic partners are the in-thing that keeps a firm afloat without fear of collapsing or crushing. Resources that generate economic rent for a company, as well as the synergistic combination that a large manufacturing firm creates is responsible for its sustainable competitive advantage over rivals and this position does not remain static. In the everchanging world, the company that is alert and tactically responsive to the market and customer and operational dynamics, is ready to counter any shocks and challenges the new scenario may bring. The level of addressing this technological resource-based view has varied across the three companies with results proportional to the amount of involvement of all people stake holding the company. Data has been collected from the Archives, interviews, newspapers and published reports. The results are advancing the resource-based view for technological resources for all manufacturing firms.