Intangible Assets for Sustainable Competitive Advantage in Institutes of Higher Learning: A Case of Kenya

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dc.contributor.authorJeketule Soko, Jacob
dc.date.accessioned2019-04-24T10:17:31Z
dc.date.available2019-04-24T10:17:31Z
dc.date.issued2014
dc.description.abstractResources and capabilities are the building blocks upon which an organisation can create and execute value-adding strategy so that it earns reasonable returns and achieves strategic competitiveness (Management, 2012). A company’s resource strength forms the cornerstones of strategy because they represent the company’s best chance for market success (Duncane, Ginter, & Swaye, 1998). This article seeks to find out what kind of resources and capabilities thriving institutes of higher learning in Kenya possess and build to make them stay afloat amidst stiff competition. The ever-changing tastes and customer needs and preferences have significant influence on how businesses shape their strategy to compete with other industry players. The education industry in Kenya has not been spared from this trend. Colleges and universities are facing demanding customers who seek customised education services tailored to their own pace, preferred location and time. While some colleges and universities have thrived because they have taken advantage of the opportunities in their environment some have closed doors while others have resorted to unethical ways to attract students. The play-field has been left to those colleges and universities that have reengineered their organisational activities to address the ever-changing needs and preferences of customers in order to have a competitive edge in the industry. This article discusses the value of intangible assets, anchoring its arguments on the resource based view of the firm. We argue that reputation, organisational leadership, and collaboration are vital for institutes of higher learning to thrive. It recommends that institutes of higher learning should concentrate on building resource strengths and capabilities that make them gain and sustain competitive advantage. We propose action research to continuously improve organisational processes. We further propose a conceptual framework that may lead institutions of higher learning to gain and sustain competitive advantage. By focusing on building intangible assets, which are less prone to imitation, this article will address the challenges of competition in the higher education industry.en_US
dc.identifier.urihttps://hdl.handle.net/20.500.12342/841
dc.language.isoenen_US
dc.publisherMsingi Journalen_US
dc.subjectIntangibleen_US
dc.subjectCompetitive Advantageen_US
dc.subjectHigher Learningen_US
dc.titleIntangible Assets for Sustainable Competitive Advantage in Institutes of Higher Learning: A Case of Kenyaen_US
dc.typeArticleen_US
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