Competitive advantage is perhaps the most prominent and poorly understood concept in management (Dagnino, Picone, & Ferrigno, 2020). Much HR writing and research strives to demonstrate the achievement or enablers of competitive advantage. Competitive advantage implies a unique advantage relative to competitors that is sustained even despite competitors’ constant attempts at replication. The basis on which this advantage can be achieved has been an entry point for discussion of the role and rise of HR as an intangible, difficult to replicate, culturally embedded means to foster value which others will find it hard to identify or replicate. The concept of competitive advantage emerged in the 1980s as a means to better assess the value proposition and sustainability of organisational activities beyond mere financial performance. At this time scale was no longer seen as automatically equating to sustained performance benefits.