SOUSA FILHO, N. C.; http://lattes.cnpq.br/2878248313783853; SOUSA FILHO, Narcélio Clemente de.
Resumo:
The complexity of competition in the supermarket sector goes far beyond the dispute on the
shelves, there is a diversity of players, among them multinationals, that compete directly with
regional and family companies making the competition even more intense. In this sense, this
article aims to analyze competition and its implications for organizational performance in a
company in the supermarket sector under the prism of R-A Theory. To do so, the Resource
Advantage Theory proposed by Hunt and Morgan (1995) was used as a theoretical basis. As
for the method, a case study was used in a supermarket in the city of Campina Grande - PB.
The data collection was done directly to the main manager, through three questionnaires,
applied in person, plus clarifications on the peculiarities of the evaluated resources. Such
resources were grouped into seven dimensions (Physical, Financial, Human, Organizational, Informational, Relational and Legal). The first questionnaire evaluated the Comparative
Advantage, the second the Competitive Advantage and the third the organizational
performance. As a result, it can be seen that the Store under study presents a Comparative
Advantage, in five of the seven dimensions evaluated. Such endowment reflects the same result
when in the Market Position, that is, Competitive Advantage, in four of the seven dimensions,
resulting in Parity regarding organizational performance.