Globalization has made enterprises to compete and confront each other on a global scale. It therefore forces business organizations to comprehend the relationship between the internal strengths and weaknesses of their resources as well as their potential effects on their competitive advantage and performance. In this regard the study was designed to assess the effect of organizational resources on organizational competitive advantage in the banking sector in Kenya. From the results, correlations among the dimensions were significant material resources, technology, financial resources and human resource, where r=.641**, r= .659**, r= .648**and r=.682**respectively were also positively and significantly related to competitive advantage where P<0.05. The results showed that all the four predictors (Material Resources, Technology, Capital and Human resources) jointly explained coefficient of determination (R square) of .681indicated that the model explained only 68.1percent of the variation or change in competitive advantage. The banking sector needs to further enhance their aggregate resources for continued sustainable dynamic capability. This calls for reconfiguration of resource capabilities for continuous improvement to enable coping with the dynamic business environment
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In-Text Citation: (Choge, Namusonge, Makokha, & Musau, 2018)
To Cite this Article: Choge, P. J., Namusonge, G., Makokha, E. N., & Musau, E. G. (2018). The Effect of Organizational Resources on Organizational Competitive Advantage of the Banking Sector in Kenya. International Journal of Academic Research in Business and Social Sciences, 8(10), 651–675.
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