Vera Kriel, Geoff A Goldman
Abstract
Sustainable competitive advantage (SCA) continues to be an important measure of business success despite indications that it is elusive in the complex 4th Industrial Revolution world. This study intends to highlight the rationale for its continued use. An exploratory, constructivist grounded theory approach was followed. Data were obtained from 27 semi-structured interviews with executives, who were purposively selected, and analysed to develop a grounded theory. A relational framework emerged describing the rationale for SCA continued use starting with capitalist thought which influences creators (suppliers) of management thought. These suppliers develop either fads and fashions or evidentiary research. These fads and fashions and evidentiary research are translated into tools, frameworks and/or theories that are used by businesses and maintained through an engrained model, managerialism, risk aversion or contemporary trends. Critical management studies also offered additional rationale in the form of strategy as ideology, discourse, political economy and practice. By understanding the systemic interplay of the rationale for the continued use of SCA, managers can critically evaluate the relevance of SCA in their business environment and identify alternatives to SCA as a measure of success and open up possibilities for collaboration in contrast with pure competitiveness.