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for sources of competitive advantage generally constitutes a very extensive part of research.
Three general approaches can be distinguished: prioritizing external sources; concentrating
attention on internal sources (i.e. enterprise resources); combining internal and external
sources into one common source considered to be the development strategy (See Kaleta
2000, pp. 101-102).
Analyzing the classical concepts of competitive advantage, it should be noted that the
identification of sources of competitive advantage has mainly been based on the analysis of
the external environment, especially regarding the structure and intensity of competition
(Szwajda 2012, pp. 31). Subject literature identifies the following classic sources of
competitive advantage (Obłój 2007, pp. 105-107):
the optimization of production decisions - which, as stated by Krzyżanowska, M.
(2007, 4) consists of determining the volume of production to provide the most
favorable inventory levels (i.e. such that would minimize costs due to a lack of stock and
costs arising from its excesses);
economics of scale - associated with a reduction in unit costs with leap increments in
production volume. In other words, increasing the scale of operations can help to
achieve the effect of decreasing the cost per unit;
economics of the scope of activity, which is to construct a fairly wide product range in
order to enable a company to produce and sell all the products together more cheaply
than individually.
Strategic thinking on building competitive advantage "manifests itself in the application of
more effective (compared to competition) strategy, and is reflected in the achieved market
outcomes" (Twarowski 2007, pp. 66). The starting assumption in the context of this current
research is to recognize the key importance of the environmental structure regarding the
results the company achieves on the market (Krzyżanowska 2007, pp. 5). Within this
concept Porter, M.E. (2000) conducted a comprehensive analysis of the sector and
identified the sources of competitive advantage. The second element was the analysis of the
sources of competitive advantage in the literature considered as basic strategies (concept
bases of competitive advantage). According to him, we can distinguish a cost advantage and
the advantage by differentiation.
Focusing on modern concepts of competitive advantage should pay attention to the concept
of school resource (resource-based view of the company). The most important assumption
is that the advantage of companies due to the suitable configuration of resources and skills
in the company. However, the mere possession of unique resources is not enough to
succeed in the market. This theory of competitive advantage takes as its starting point the
knowledge and skills of the company and its strategic resources, which the proper set-up
and use of the relevant market, at the right time and in the right way will allow the company
to achieve competitive advantage and success (Czupiał 2006, pp. 44). Moreover, as
indicated by R. Sliwinski (2011, pp. 34), skills, combined with the resources constitute the
competitive potential of the company, which determines the achievement of better or
worse market performance.
While discussing the modern theories of competitive advantage it is also worth looking into
the concept of inter-organizational competitive advantage, which is based on relationships
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