▁to ▁build ▁capabilities , ▁and ▁lever aging ▁those ▁capabilities ▁with ▁the ▁purpose ▁of ▁creating ▁and ▁maintain ing ▁value ▁for ▁customers ▁and ▁own ers . ▁However , ▁in ▁the ▁resource ▁management ▁literature , ▁the ▁bund ling ▁process ▁de als ▁with ▁internal ▁or ▁existing ▁resources , ▁the ▁C B V ▁extends ▁this ▁view ▁by ▁considering ▁the ▁composition ▁of ▁external ▁open ▁resources . ▁ ▁Cons istent ▁with ▁the ▁dynamic ▁cap ability ▁perspective , ▁the ▁composition ▁process ▁itself ▁is ▁a ▁distinct ive , ▁firm - specific , ▁and ▁dynamic ▁cap ability , ▁that ▁is , ▁“ the ▁firm ’ s ▁ability ▁to ▁integrate , ▁build , ▁and ▁re configure ▁internal ▁and ▁external ▁compet ence ▁to ▁address ▁rapidly ▁changing ▁environments ”. ▁While ▁the ▁dynamic ▁cap ability ▁perspective ▁assumes ▁that ▁execut ives ▁need ▁to ▁eng age ▁in ▁resource ▁adaptation ▁or ▁renew al ▁because ▁the ▁value ▁of ▁existing ▁resources ▁dep reci ates ▁in ▁the ▁light ▁of ▁external ▁changes , ▁the ▁C B V ▁focus es ▁on ▁the ▁compet itive ▁advantage ▁that ▁can ▁be ▁gained ▁from ▁combining ▁existing ▁resources ▁in ▁novel ▁ways . ▁ ▁Lim itations ▁According ▁to ▁Lu o ▁and ▁Child ▁( 2 0 1 5 ), ▁there ▁exist ▁several ▁limitations ▁of ▁the ▁composition - based ▁strategy : ▁ ▁It ▁increases ▁the ▁difficulty ▁in ▁building ▁brand ▁aw aren ess ▁and ▁customer ▁loyal ty ▁because ▁fir ms ▁that ▁adopt ▁this ▁strategy ▁serve ▁p rag m atic ▁consum ers ▁who ▁are ▁ind ifferent ▁to ▁br ands ▁but ▁mind ful ▁of ▁product ▁offer ings . ▁Therefore , ▁these ▁fir ms ▁are ▁facing ▁compet