The Analytic Hierarchy Process Analysis for Sustainable Competitive Advantage of Health Business: A Resource-Based View
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This study applies the Resource-Based View (RBV) and the Analytic Hierarchy Process (AHP) to evaluate and prioritize the factors influencing the sustainable competitive advantage (SCA) of health businesses in Upper Northern Thailand. Despite the growing importance of the sector, prior studies have given limited attention to the systematic prioritization of internal resource-based factors in specific regional contexts. To address this gap, data were collected from 20 purposively selected experts, including business owners and managers with at least seven years of experience in health businesses. The findings identify Organization Management (W = 0.257) as the most critical factor, followed by Assets (W = 0.226), Brand Equity (W = 0.193), Partnerships (W = 0.135), and Knowledge (W = 0.118). Vision and mission emerged as the main drivers of strategic alignment and sustainable operations, while financial resources and human capital contributed to operational efficiency and service quality. Brand Equity strengthened long-term customer loyalty through brand associations and perceived quality, whereas Partnerships supported business stability through supplier and customer relationships. Knowledge was ranked lowest (W = 0.118), reflecting the reliance of many health businesses on tacit, experience-based knowledge rather than formalized knowledge management systems. This finding highlights a knowledge management gap that may constrain innovation and long-term competitiveness, underscoring the need for entrepreneurs to strengthen knowledge sharing, staff development, and service innovation.
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