Ibrahim Ghazi Alkandi
The resources-based view model (RBV) has dominated the strategic management literature since1984, as well as brought about a dramatic impact of firm’s performance in all sectors. The primary aim of this research paper is to investigate the key resources required to create sustainedcompetitive advantage in the light of RBV. Thus, this study was based on a wellestablished theoretical model, the resources –based view of a firm. The researcher uses a qualitative method to determine how Al-Hilal Football Club achieved its sustained competitive advantage. In operationalizing the research, the data were collected via semi- structure interviews. In total, the elite interview sample consisted of four high-ranked decision-makers from the club. The primary criteria when choosing the sample were that those managers should have great influence and be experienced in strategic decision-making, as well as having the ability to provide the required information. The results show that there are clear trends in how the club perceives its competitive advantage, therefore key resources have been identified as source of competitive advantage. These include fan base size, trust, reputation, communication as well as brand, skills, and cultural capabilities. The managerial role, including identify, develop, deploy, and protect, are perceived by the club as a source of competitive advantage. The findings of this study contribute to the literature on strategic management by providing a critical and thematic analysis of the selective sampled football club. This research paper is the first to offer rich insights into the issues of strategic resources and capabilities using evidence from the Saudi Arabian football industry.