Understanding internal sources of competitive advantage has become a major area of research in strategic management. Resources are a business's assets, capabilities are the ability to exploit its resources, and competency is a cross-functional integration and coordination of capabilities. But the problem of not understanding what is really meant by resources, competencies, and capabilities still arises. Toward understanding what is really meant, MEKTORYbusiness model generation competition case studies are analysed. The main purpose to develop a better understanding has reached. It can be stated that the overarching goal of strategic management and also business model generating is creating and capturing value for core stakeholders. Strategy is here defined as a series of goal-directed plans and activities that align a business's structure, culture, and resources with the opportunities and threats in its environment. The main implication of the current research is the understanding that resources are always means, competencies powers, and capabilities abilities. Methodologically the research is valuable used modern text analytics for an innovative way to present, and to garner deeper insight from text. It is recommended that further research should include evolutionary approaches, which are not explicitly used as a theoretical framework in strategic management. Further normative value research might investigate what should be the ownership values for successful companies.

In impending decades Industrie 4.0 will challenge us in how to re-invent jobs in a world where machines will take our jobs. Although plenty of research has been carried out on the strategic importance of resources, capabilities, and boundaries where knowledge must be shared and assessed, no studies have been found which looking on strategic factor analysis for understanding how prepared we are for the fourth industrial revolution. Therefore asking the central research question "Is our strategy ready for the fourth industrial revolution?" Comparing the strategically related general and significant categories and subcategories of Industrie 4.0, with the strategic factor analysis summary themes and most important subcategories from firms in Estonia (n = 123), allowed answering the central research question that our strategy is only partly ready for the fourth industrial revolution. But the results of this study indicate also that we are ready in employee development, values, flexible services and products, high quality target, customer orientation, and strategy. Proposed solutions to overcome low profitability, lack of qualified manpower, and growth, could be expanding the market share into new markets, and development of innovative services. In order to be prepared for the fourth industrial revolution the development of a strategic knowledge vision is needed.

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Summary Innovation is the key factor for economic growth. RDI policies pursued in a wholesome manner can have long term social significance. The true value of an invention depends upon factors such as its economic value, strategic value, cultural value and social value. Estonia and Germany share a long historical and legal connection. The German economy is strong and Germany has safeguarded it’s manufacturing, mining and construction sector through incremental innovation and focused state funding for RDI activities. Germany runs cost efficient entrepreneurship promotion programs. RDI in Estonia is dependent upon EU funding. Estonia lags behind Germany in respect of several global rankings related to technology and innovativeness. To make the Estonian economy knowledge-driven and technologically intensive, the state must focus on cultural, economic, social and strategic factors. Estonia should adopt RDI policies similar to Germany and also use the new UP regime to help its SMEs to acquire foreign patents.