Intellectual Capital

The skills are basically consequences of management action to mobilize resources through the creation of a system of organizational routines and culture, the result of a collective learning process. " 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. Without Other authors considered for human resources 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 the analysis follows the trend in the broad sense of the term resource. Another aspect that should not be overlooked 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. The competitiveness of the firm then depends on its ability to set up a portfolio of unique resources, which confer a series of distinctive competencies. Selznick (1957) refers to the concept of distinctive competence of an organization, not what you can do but what you can do well. Andrews (1971) on its part has already given a current conception referring to the experience in producing and marketing a product line, developing the capacities of individuals comprising the organization, the extent to which the individual capacity to apply common task, and the quality of coordination of individual and group effort.