The distinction between competitive advantage and competitive sustainable advantage (CSA) as presented by Wernerfelt (1984, 1995), Barney (1986a, 1986b, 1991, and Barney and Arikan (2001) indicates that CSA tends to resist duplication. The purpose of the present study is to analyze how the SECI model (Nonaka and Takeuchi, 2004) has been evaluated by managers as a CSA source using from a Resource-based View perspective (RBV). A structured questionnaire with closed questions was administered to 200 managers. The questionnaire allowed the analysis of the manager´s view about the indicators that qualify the SECI model as a CSA source according to a RBV perspective. In other words, while the literature supports the idea that the SECI model develops CSA, the present study identified that the managers have a divergent view. This suggests that practices differ from theory.
SECI Model; Competitive Sustainable Advantage; Resource-based View; Resources; Knowledge conversion