The contribution of intangible resources to the competitive performance of container lines: Perspectives of senior managers in Sri Lanka

The discussion of this paper is based on an empirical study conducted in February 2010 as the first stage of a comprehensive study on the understanding and management of intangible resources by senior managers of international container lines and their agents based in Sri Lanka. Container lines are competing intensely to globally expand their market share. In order to remain competitive in the market, differentiation in the service delivery of container lines is essential and this will depend on their utilisation and management of resources. According to the resource based view (RBV), resources can be recognised as being valuable, rare, inimitable and non-substitutable (VRIN). RBV theory also identifies firms in terms of their distinctive tangible and intangible resources and the resulting contribution to competitive advantage. After a discussion on the contribution of resources to firms, this paper explores the concept of intangible resources in container lines and discusses their relevance and their contribution to differentiating the service. Intangible resources are also discussed in the context of them being VRIN. This paper will argue for a greater focus to be placed on the value of intangible resources in container lines taking into consideration the findings of the empirical study. In essence, this paper discusses the tangible and intangible resources that contribute to the competitive advantage of container lines.