competitive advantage. Resources owned by several
companies in the market can not provide a
competitive advantage, because they can not design
and implement a business strategy that is unique
compared to other competitors;
Imperfect Imitability (I): resources can be the
basis of a sustainable competitive advantage only if
the company is not holding these resources can not
get them or can not imitate these resources; Non-
substitusi (N): non-resource substitution indicates
that the resource can not be replaced with other
alternative power sources. Here, competitors can not
achieve the same performance by replacing the
resource with other alternative power sources. Further
that according to the RBT, the resources can be
generally defined to include assets, organizational
processes, firm attributes, information, or knowledge
that is controlled by a company which can be used to
understand and implement their strategies (Learned,
Christensen, Andrews, & Guth, 1969; Daft, 1983,
Barney, 1991; Mata et al., 1995).
2.2 Stakeholder Theory
Stakeholders in the classic definition of the term
(most often cited) is the definition of Freeman and
Reed (1983: 91) which states that the stakeholders
are: “any identifiable group or individual who can
affect the achievement of an organisation’s
objectives, or is affected by the achievement of an
organisation’s objectives”.
Based on stakeholder theory, organizational
management are expected to perform activities that
are important to their stakeholders and report back on
the activities of the stakeholders. This theory states
that all stakeholders have the right to be provided with
information about how their activities affect the
organization (for example, through pollution,
sponsorship, security initiatives, etc.), even when
they choose not to use such information, and even
when they can not directly play a constructive role in
the survival of the organization (Deegan, 2004).
Further Deegan (2004) stated that the stakeholder
theory emphasizes the accountability of organizations
far exceeds the financial or economic performance is
simple. This theory states that the organization will
choose voluntarily disclose information on
environmental performance, social and intellectual,
over and above the obligatory request, to meet the real
expectations or recognized by stakeholders.
The main purpose of the stakeholder theory is to
help corporate managers understand their
environment and managing stakeholders more
effectively in the presence of the relationships in their
corporate environment. However, the broader
objectives of the stakeholder theory is to help
corporate managers in increasing the value of the
impact of their activities, and minimize losses to the
stakeholders. In fact, the whole core of stakeholder
theory lies in what happens when corporations and
stakeholders carry out their relationships. This theory
can be tested in various ways by using a content
analysis of the company's financial statements
(Guthrie et al., 2006). According to Guthrie et al.
(2006), the financial statements is the most efficient
way for organizations to communicate with
stakeholder groups that are considered to have an
interest in controlling certain strategic aspects of the
organization. Content analysis for the disclosure of
Intellectual Capital can be used to determine whether
it actually happened this communication. Does the
company respond to the expectations of stakeholders,
both real expectations and recognized by
stakeholders, by offering Intellectual Capital
accounts are not required to be disclosed? This
question has gained attention, but a deeper study is
needed to produce a conclusive opinion (Guthrie et
al., 2006). In the context to explain the relationship
VAIC ™ with corporate efficiency, stakeholder
theory should be viewed from two fields, both ethical
(moral) and managerial fields. Ethics argues that all
stakeholders have the right to be treated fairly by the
organization, and managers should manage the
organization for the benefit of all stakeholders
(Deegan, 2004). When the manager is able to manage
the organization's full potential, particularly in efforts
to create value for the company, then it means the
manager has met the ethical aspects of this theory.
Value creation (value cretion) in this context is to
utilize the full potential of the company, both
employees (human capital), physical assets (physical
capital), and structural capital. Good management of
the entire potential of this will create added value for
the company (in this case called VAIC ™) which then
can encourage efficiency stakeholder. Company for
the benefit of managerial stakeholder theory argues
that the strength of stakeholders to influence the
management of the corporation should be viewed as
a function of levels stakeholders control over the
resources needed organization (Watts and
Zimmerman, 1986). When the stakeholders attempt
to control the resources of the organization, then the
orientation is to improve their welfare. Welfare is
realized with the high returns generated by the
organization. In this context, the concerned
stakeholders to influence the management in the
process of exploiting the full potential of the
organization. Because only with proper management
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