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discrepancy of responses was slightly higher - SD = 0.83. It is in fact the most important
resource for companies operating exclusively on the domestic market ( = 4.09; m e = 4, d =
4, SD = 0.80). Internationalized companies do not recognize the company's image as a major
determinant of competitive advantage - they perceive their successes in other factors. A set
of basic sources should be extended with such values as trust, loyalty, trustworthiness
(social capital resources) primarily in relation to business partners and employees.
Internationalized companies put the greatest emphasis on such resources ( = 4.19; m e = 4,
d = 4, SD = 0.68), which are in line with the latest trends in the functioning of economy,
where its development is assumed to be based on human and social capital.
The representatives of the surveyed companies attached the lowest score to such resources
as: the impact on foreign consumer ( =2,14; m e =2, d=1, SD=1,27), foreign contacts
( =2,44; e =2, d=1, SD=1,49), patents and licenses ( =2,50; m e =2, d=1, SD=1,40) and
research and development ( =2,65; m e =3,d=3, SD=1,24). It should be noted that according
to the respondents the least important resources in building competitive advantage are
characterized by high discrepancy in replies. In other words, it is concluded that there was
no conformity among the representatives of the surveyed companies. This confirms the
analysis of business resources, which distinguishes domestic companies from those
operating in the international arena (see Table 2).
Table 2. The assessment of the resources and skills of enterprises in the context of competitive advantage in
the opinion of respondents
The state of resources, skills and factors Internationalized
enterprises *
National
enterprises **
SD
SD
Social capital in relation to business
0.68
partners 4.19
3.69 0.92
Research and Development (R & D) - the
size of expenditure 3.19 0.98 2.48 1.28
Knowledge about consumers 4.14 0.73 3.95 0.78
Patents and Licenses 3.19 1.21 2.28 1.39
The creation of own brands 3.57 0.98 2.82 1.31
Technology 3.95 0.67 3.60 1.13
Foreign contacts 3.81 0.98 2.00 1.36
Ways to affect foreign consumers 3.33 0.80 1.75 1.15
Corporate image 3.71 0.85 4.09 0.80
* N= 21,
** N=65,
Source: author’ study based on the results of the survey
Companies that conduct their business outside the borders of their home country attach,
what is understandable, more importance to both foreign contacts and methods of
influencing foreign consumers. Moreover, the managers of these companies understand
that to achieve success on the domestic and foreign markets, they need to be more
entrepreneurial. This is manifested by, among other things, investing resources in the
development of the company. This can be observed at much higher rates regarding
spending on R & D, patents and licenses, creating own brands and technology. The
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