Managing for Competitive Advantage

Managing for Competitive Advantage

Introduction

This article aims to highlight the importance of obtaining competitive advantage through people. The observations and researchers showed that the competitive advantage can be gained with an effective management of employees (Steers & Black, 2008). Technological and other resources can be copied and implemented by the competitors but it is impossible to develop and manage an efficient workforce. Strategic thinking and management for competitive advantage helps an organization meets its aims and objectives in an effective way. The resources of a company can be defined as all assets, capabilities, organizational processes, business attributes, and information knowledge controlled by the company to design and implement strategies that improve its efficiency and effectiveness (Navarro, 2006).

According to experts, the main growth driver for the company's profitability will be the innovations that are directly associated with the human potential. These are the segments of the workforce, which in the future are expected to generate business value and determine the success of business activity. This includes employees of all levels, the contribution of these key personnel is critical to the success of the organization as a whole and its sustainable development (Lepak & Gowan, 2010).

Discussion

Today, businesses are looking for a sustainable competitive advantage. They invest millions of dollars hoping to get the new discovery that will change their world. They go for acquisitions to dominate the market, they do not hesitate to adopt new technology solutions to achieve efficiency, and they expand their operations in the markets in search of higher shares. It is known that intellectual capital has the capacity to create wealth, but for that to happen the organization needs to attract, retain and develop these assets in the best way possible (Navarro, 2006). Thus the action of occasional feedback joins the evaluations of annual or semiannual performance. The feedback is the driving force to encourage improvements correct possible deviations and reward successes.

Currently, the main instrument of competitiveness is the man but not his ability to perform physical work, but your mental capacity. According to the authors, competitive advantage is having a difficult differential imitation by competitors in other decades the companies that invested in the best equipment had competitive advantage today is the search for knowledge, or is the ability that people have to create and modify processes. Thus, the major organizational requirements are to retain the best human capital (Schuler & Jackson, 2005).

Managing people ...