One of the main premises of successful operations management includes the availability of as many resources as is required for the normal functioning of a business organization. In particular, it shapes the basis for the competitive advantage of a company over a series of both tangible and intangible resources that are at its disposal. In order to achieve this purpose, the company should identify the variety of resources to could be used to promote greater sustainability of the visa process. Due to the fact that resources could be split into resources and capabilities, that latter refers to a specific kind of resource embedded into non-transferable resource whose primary goal is to enhance the productivity of other types of resources owned by a company. According to Sirmon et al. (2007), capabilities, or intangible resources, are directed at deploying tangible resources that are controlled by an organization. With regard to the organization chosen for the research, a resource-based perspective can significantly contribute to a company’s competitive advantage, as well as improve its products and services.
Using a bundle of intangible resources can allow visa centers to attract a new employee base and develop new tangible resources that can promote a higher quality of services. In such a way, it is possible to strengthen the organization’s competitiveness. The competitive edge can be achieved as soon as the strategy of value-creation is implemented to advance the visa process. Despite the fact that competitive advantage is associated with the degree of the company’s sustainability, the organization can still enter the market with a resource that has the potential to reduce other organizations’ competitive edge (Barney 1991). At this point, a resource-based strategy can serve the organization’s purposes in the most effective way.
With regard to the above-presented arguments, the resource-based view on operations management can also contribute to the strategic framework of the organization. In particular, the main task of managers should consist in working out a stronger framework for guiding their clients who need to use visa services (Nyberg and Ployhart 2013). In particular, the resource perspective can also be viewed from skills, knowledge, and experience that employees possess to face the challenges within an organization. The focus on collective turnover also relies on the resources that the company needs for successful operations management. As soon as the company introduces new training programs and efficient guidance for its human resources, it will be able to effectively integrate the new markets and increase the demand for its services.
Sufficient consideration of a research-based perspective can also contribute to increased productivity of the employees at the University visa center. To be more exact, it will provide a new strategic perspective for human resource management. Creating new values, missions, and philosophy is a step toward the advancement and amelioration of the company’s operations, as well as enrichment of organizational culture (Newbert 2008). Exploiting rare and valuable resources is another efficient approach to strengthening the competitive advantage of the organization. Vis center primarily deals with people and, therefore, value creation should be prioritized.
In conclusion, the resource perspective of operations management is the most appropriate solution for the University visa center because it allows highlights the value of the personnel, as well as increases the competitive advantage over other similar organizations. Training and value creations are among the priorities as well because these factors contribute to the productivity and performance of the organization. In addition, capabilities as intangible resources should also be considered to meet the quality standards.
Reference List
Barney, JB, 1991, ‘Firm Resources and Sustained Competitive Advantage’, Journal of Management; 17, (1), 99–120.
Newbert, SL 2008, ‘Value, rareness, competitive advantage, and performance: a conceptual-level empirical investigation of the resource-based view of the firm’, Strategic Management Journal, vol. 29, no. 7, 745-768.
Nyberg, A, and Ployhart, R 2013, ‘Context-Emergent Turnover (Cet) Theory: A Theory Of Collective Turnover’, Academy Of Management Review, vol. 38, no. 1, 109-131.
Sirmon, DG, Hitt, MA, and Ireland, RD 2007, ‘Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box,’ The Academy of Management Review, vol. 32 no. 1, 273-292.