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. . JOURNAL OF Pergamon MANAGEMENT Journal of Management 27 (2001) 643-650 Resource-based theories of competitive advantage: A ten- year retrospective on the resource-based view Jay B. Barney Fisher College of Business The Ohio State University, Columbus. OH 43210. U.S.A. Received 3 April 2001; received in revised form 19 June 2001; accepted 20 September 2001 Abstract __ The resource-based view can be positioned relative to at least three theoretical traditions: SCP- based theories of industry determinants of firm perfonnance, neo-classical microeconomics, and evolutionary economies. In the 1991 article, only the first of these ways of positioning the resource- based View is explored. This article briefly discusses some of the implications of positioning the resource-based View relative to these other two literatures; it also discusses some of the empirical implications of each of these different resource—based theories. © 2001 Elsevier Science Inc. All rights reserved. 1. Introduction . Positioning an argument relative to the received literature is, perhaps, the most difficult part of writing a theoretical essay. Not only does positioning help define and limit an argument’s contribution, it also goes a long way in determining the structure of that argument and the issues that it will and will not address. All this is made more complicated by the fact that any one theoretical argument can be positioned in alternative ways and that each of these alternatives can generate important, but different, insights. That is, there typically is no “one best way” of positioning a theoretical essay, and Whatever choice is made with respect to positioning necessarily involves empha- sizing some insights at the expense of others. Indeed, altering the positioning of an essay can * Corresponding author. Tel.: +1-614-688-3161; fax: +1-614-292-7062. E-mail address: barney.8@osu.edu (J.B. Barney). 0149-2063/Ol/S — see front matter © 2001 Elsevier Science Inc. All rights reserved. PII: S0149-2063(01)00115-5 ~ Downloaded from )1r:::tIi«x1u
_:!.';tx1:.s:ag;t::v-:b.:;m: a1 SAGE ?ublicatEor1s on Me)’ 33. 3009 646 J.B. Barney /Journal of Management 2 7 (2001) 643- 650 when these markets are perfectly competitive, acquiring the resources necessary to create imperfectly competitive product markets will absorb all the profits that: this imperfect’ competition would otherwise create. Thus, for firms to obtain economic rents, they must acquire the resources and capabilities needed to conceive of and implement strategies in imperfectly competitive strategic factor markets——the kinds of markets studied by Ricardo. The paper concludes by describing the attributes of such markets. ' However, by the late 1980s, it became clear to me that positioning the resource-based View relative to neo—c1assical microeconomics. did not effectively address issues that were critical to many strategic management scholars. Thus, in the I991 paper, I adopted what might be considered a more “main stream” positioning of the argument, a positioning that spoke to some of these central concerns. In so doing, I knew that I would not be able to generate the same insights that I felt I had generated in the 1986 Management Science article. On the other hand, I felt that some new insights might be forthcoming by adopting this alternative positioning. 3. The resource-based view and evolutionary economics It is not widely known, but the first draft of the 1991 Journal of Management article was originally titled “An Evolutionary Theory of Competitive Advantage.” Indeed, I was sorely tempted to position the 1991 argument relative to evolutionary economics. That I chose not to meant that some of the insights that I felt I had developed in more evolutionary versions of this argument would be lost, so that other insights that might be more relevant to main stream strategy scholars could be highlighted. - Evolutionary economics has a long history in the field of economics. However, the most influential work in this area is undoubtedly Nelson and Winter (1982). Like all evolutionary theories, Nelson and Winter’s theory examines the implications of three fundamental pro- cesses: variation, selection, and retention. Indeed, this is what makes Nelson and Winter’s Work evolutionary in character. In the Nelson and Winter framework, firms vary in the routines they have developed to conduct their business. In this sense, routines become the fundamental unit of analysis in Nelson and Winter’s work. In the face of competition——NeIson and Winter’s selection Inechanisrn——some of these routines are revealed to be more efficient and effective than others. The least eflicient and effective routines are either abandoned or changed or a firm is likely to not be able to survive in the long run. The most efficient and effective routines generate competitive advantages for firms. Unlike neo-c1assicalrnicroeconomics, this evolutionary theory does not apply equilibrium analysis. Instead, through the use of simulations and other methods, Nelson and Winter are able to demonstrate the conditions under which some routines will provide more sustainable competitive advantages than other routines. In this sense, the performance that a routine generates ensures its survival, and thus a routine within a finn is also the mechanism through which retention occurs. There are obviously numerous analogies between the resource—based view and this evolutionary theory. Routines are an example of firm resources and capabilities. Indeed, if . Downloaded torn hesp::r,«.m.«:sge;»n,:ma at saee Publications on May 13. 2009 646 J.B. Barney /Journal of Management 2 7 (2001) 643- 650 when these markets are perfectly competitive, acquiring the resources necessary to create imperfectly competitive product markets will absorb all the profits that: this imperfect’ competition would otherwise create. Thus, for firms to obtain economic rents, they must acquire the resources and capabilities needed to conceive of and implement strategies in imperfectly competitive strategic factor markets——the kinds of markets studied by Ricardo. The paper concludes by describing the attributes of such markets. ' However, by the late 1980s, it became clear to me that positioning the resource-based View relative to neo—c1assical microeconomics. did not effectively address issues that were critical to many strategic management scholars. Thus, in the I991 paper, I adopted what might be considered a more “main stream” positioning of the argument, a positioning that spoke to some of these central concerns. In so doing, I knew that I would not be able to generate the same insights that I felt I had generated in the 1986 Management Science article. On the other hand, I felt that some new insights might be forthcoming by adopting this alternative positioning. 3. The resource-based view and evolutionary economics It is not widely known, but the first draft of the 1991 Journal of Management article was originally titled “An Evolutionary Theory of Competitive Advantage.” Indeed, I was sorely tempted to position the 1991 argument relative to evolutionary economics. That I chose not to meant that some of the insights that I felt I had developed in more evolutionary versions of this argument would be lost, so that other insights that might be more relevant to main stream strategy scholars could be highlighted. - Evolutionary economics has a long history in the field of economics. However, the most influential work in this area is undoubtedly Nelson and Winter (1982). Like all evolutionary theories, Nelson and Winter’s theory examines the implications of three fundamental pro- cesses: variation, selection, and retention. Indeed, this is what makes Nelson and Winter’s Work evolutionary in character. In the Nelson and Winter framework, firms vary in the routines they have developed to conduct their business. In this sense, routines become the fundamental unit of analysis in Nelson and Winter’s work. In the face of competition——NeIson and Winter’s selection Inechanisrn——some of these routines are revealed to be more efficient and effective than others. The least eflicient and effective routines are either abandoned or changed or a firm is likely to not be able to survive in the long run. The most efficient and effective routines generate competitive advantages for firms. Unlike neo«-classical Inicroeconomics, this evolutionary theory does not apply equilibrium analysis. Instead, through the use of simulations and other methods, Nelson and Winter are able to demonstrate the conditions under which some routines will provide more sustainable « competitive advantages than other routines. In this sense, the performance that a routine generates ensures its survival, and thus a routine within a finn is also the mechanism through which retention occurs. There are obviously numerous analogies between the resource—based view and this evolutionary theory. Routines are an example of firm resources and capabilities. Indeed, if . Downloaded torn hesp::r,«.m.«:sge;»n,:ma at saee Publications on May 13. 2009 J.B. Barney /Journal of Management 2 7 (2001) 643- 650 647 one adopts the definition of capabilities as the ability of firms to use their resources to generate competitive advantages, then the definitions of routines and capabilities are virtually indistinguishable. Firm heterogeneity—as a function of history or initial firm endow- rnents—is an important part of both theories, as is competition and the role of superior performance and sustainable competitive advantage. While the sustainability of competitive advantage in evolutionary theory is not defined with respect to equilibrium conditions, it is clear that this notion of sustainability is much closer to the concept of sustained competitive advantage, as it is used in the resource-based view, than the equilibrium notions of zero economic profit used in non-Ricardian neo-classical rnicroeconomios. Given the close links between the resource-based view and evolutionary economics, why did I not choose to pursue this positioning for the 1991 article‘? As was the case with positioning the resource-based View relative to neo-classical microeconomics, I believed that this positioning would not address many of the central issues in the field of strategic management in the late 1980s. Indeed, during this time period, the most influential version of evolutionary thinking was population ecology theory. In its most extreme version, population ecology theory suggested that firms could not change, that strategic choice was not possible, and that the study of populations of firms was the only legitimate application of evolutionary thinking (Harman & Freeman, 1977). None of these assertions were consis- tent with the research interests or objectives of strategic management scholars. Of course, since the mid-19803, population ecology theorizing has become much more sophisticated and distinctions between evolutionary economics and population ecology theories have broken down. There are currently several efforts under way to more completely develop an evolutionary version of the resource-based view (e. g., Barnett, Greve & Park, 1994; Levinthal &~Myatt, 1994; Karim & Mitchell, 2000)— efforts I support (Barney, 2001). 4. Implications of the three resource-based theories ' While the resource-based view is positioned relative to only SCP-based models of competitive advantage in the 1991 article, all three of these resource-based theories have been developed in the literature. Indeed, recognizing these different resource-based theories can help organize this growing literature and can help explain differences among different resource-based scholars. « Several authors, besides Barney (1991), have examined the relationship between the resource-based view and SCP logic, including Conner (1991), and Peteraf (1993).'Empiri— cally, research by Hansen and Wernerfelt (1989), Rumelt (1991), McGahan and Porter (1997), and others has estimated the relative impact of industry and firm attributes on firm performance. And while there is apparently some variance across industries, overall, firm effects seem to be larger than industry effects—in a way consistent with the expectations developed in the 1991 paper. Those who have explored the positioning of the resource—based view relative to neo- classical microeconomics have focused their efforts on describing and measuring the at- tributes of resources and capabilities that lead them to be inelastic in supply. Important theoretical developments in this area of work include Peteraf (I993), Dierickx and Cool Downloaded from h11i1Zf°'i0fiI5:1;l'5!T'J1'J.::clH1 at SAGE Publications on May 13, 2009 648 ./.B. Barney / Journal of Management 27 (2001) 643-650 (1989), and Barney (l986b). Empirically, numerous studies have attempted to measure these attributes of a finn’s resources and capabilities, and then to correlate these measures with a firm’s performance. Examples of this work include Robins and Wiserma (1995), Henderson and Cockburn (1994), and Makadok (1999), among many others (Barney & Arikan, 2001). Overall, this work shows that firms that build their strategies on path dependent, causally ' ambiguous, socially complex, and intangible assets outperform firms that build their strat- egies only on tangible assets. These results are also generally consistent with expectations outlined in the 1991 article. Because this version of the resource-based View focuses mostly on how firms exploit their valuable, rare, and costly to imitate resources and capabilities to generate economic rents, Makadok (2001) calls these resource-based theories “resource- picking” theories. Finally, evolutionary versions of resource-based logic have been developed by those scholars who are‘ most interested in how the capabilities of firms change over time, and the competitive implications of those changes. Some of the most important theoretical work in this area includes Teece, Pisano, and Shuen (1997). Empirical research by Barnett, Greve and Park (1994), Levinthal and Myatt (1994), and Karim and Mitchell (2000) all adopt this evolutionary point of view. Makadok (2001) calls these theories “capability building” theories. 5. Conclusion So,'which was the best way to position the resource-based view? Given the context within which I was writing in the mid 1980s, I think Imade the right choice. But this does not mean that these other alternatives were wrong. Given the importance of path dependence in the development of an academic discipline, choosing one of these alternative ways to position the argument probably has had profound implications for how the resource-based view has evolved. For example, entirely different controversies might dominate the current literature if a different approach to positioning had been adopted. Or it may have even been the case that the 1991 article would have been ignored if one of these different positioning approaches had been adopted. In this situation, some other paper or special issue might have marked the beginning of a more general discourse about the resource-based view. Or maybe an entirely different theory would have arisen to challenge the theoretical hegemony of SCP-based models. These are questions without answers. A more important question becomes: will there ever be a grand, unified resource-based theory of competitive advantages? Of course, I don’t know. On the one hand, it is possible to make some arguments about how these three theories are related. For example, in economics, SCP logic has either been abandoned outright or fully integrated into neo- classical economics (Besanko, Dranove & Shanley, 1996). It seems likely, therefore, that the resource-based theory developed relative to SCP logic could be fully subsumed by the resource-based theory developed relative to neo-classical economics. In fact, this is What I have tried to do in Barney (2002). Also, while the resource-based theory developed relative to evolutionary economics Downloaded from htfp:.'!j:;r;n,s;ag.;z:;.v:!:.:;t'.m at SAGE Publications on May 13. 2009 _ ./.8. Barney / Journal of Management 27 (2001) 643-65 0 649 explains sustained superipr firm performance by focusing on the differential ability of firms to develop new capabilities as environments change, rents generated by this differential ability to develop new capabilities are still Ricardian in nature. Thus, neo-classical economic resource based theory may be appropriate for studying rents generated by the ability to develop new capabilities, while evolutionary resource-based theory may be appropriate for studying the process by which these new capabilities are developed. On the other hand, such a grand, unified resource-—based theory may not be all that helpful. Rather, What may be more helpful is to understand that the resource-based view can be applied in several different ways, and that the way it should be applied depends mostly on the empirical context of the application. Those interested in firm versus indusny effects can apply the resource-based View as it was developed in the 1991 and related papers. Those interested in studying the specific sources of sustained competitive advantage for a firm can take the basic logic in the 1991 paper and link it with articles by Dierickx and Cool (1989) and Peteraf (1993), among others, and use this approach to help guide their work-. Finally, those interested in studying how resources and capabilities evolve over time can take the logic outlined in the 1991 paper and link it with Nelson and Winter (1982) and Teece, Pisano and Shucn (1997) to help guide their research. Thus, what marks these theories “resource-based” are not these differences in application, but rather, the assumptions they share. These include the assumption that resources and capabilities can be heterogeneously distributed across competing firms, that these differences can be long lasting, and that they can help explain why some firms consistently outperform other firms. From this ‘perspective, the resource-based view actually consists of a rich body of related, yet distinct, theoretical tools with which to analyze firm level sources of sustained competitive advantage. - ' ~ -- Jay E. Barney received his Ph.D. in Administrative Sciences and Sociology from Yale University in 1982. He is currently Professor of Management and the Bank One Chair for Excellence in Corporate Strategy at The Ohio State University as Well as the Academic Program Director of the MBA program. His research interest is the resource-based view of the firm, focusing on the relationship between firm skills and capabilities and sustained competitive advantage. He has published in the Academy. of Management Review, the Strategic Management Journal, Management Science, the Journal of Management, and the Sloan Management Review, among other journals, and the second edition of his book, Gaining and Sustaining Competitive Advantage, has recently been published. Professor Barney has also delivered scholarly papers at many universities Worldwide, and has con- sulted with a wide variety of public and private organizations. References ' Barnett, W. P., Greve, H. R., & Park, D. Y. (1994). An Evolutionary Model of Organizational Performance. Strategic Management Joumaf, 15, 11-28. _ Barney, J. B. (l986a). Strategic factor markets: expectations, luck, and business strategy. Management Science. 32. 1231-1241. ' Downloaded torn r-t!;):fliom.s:v,|eI>-:b.cez=: a1 SAGE Publicalions on May 13. Z309 650 J.B. Barney / Journal of Management 27 (2001) 643- 650 Barney, J. B. (l986b). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review. 11 (3), 656-665. 3 ' Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17 (1), 99 -120. Barney, J. (2001). Is the resource-based ‘view’ a useful perspective for strategic management research? Yes. Academic of Management Review, 2 (1), January, 41-56. Barney, J. (2002). Gaining and sustaining competitive advantage. 2”“ Ed. Upper Saddle River, NJ: Prentice Hall. Barney, J., & Arikan, A. (2001). The resource-based view: Origins and implications. Handbook of Strategic Management, forthcoming. Besanko, D., Dranove, D., & Shanley, M. (1996). Economics of Strategy. New York: Wiley. Conner, K. (1991). An historical comparison of resource-based logic and five schools of thought Within industrial organization economies: Do we have a new theory of the firm here? Journal of Management, 17. 121-154. Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Man- agement Science, 35. 1504-1511. Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82 (5), 929-964. Hansen, G. S., & Wernerfelt, B. (1989). Determinants of firm performance: The relative importance of economic and organizational. factors. Strategic Management Journal. 10, 399~—-411." , Henderson, R., & Cockburn, I. (1994). Measuring competence? exploring firm effects in pharmaceutical research. Strategic Management Journal. 15. 63-84. Karim, S., & Mitchell, W. (2000). Path-dependent and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995. Strategic Management Journal, 21 (10), 1061-1081. Levinthal, D., & Myatt, J. (1994). Co-evolution of capabilities and INDUSTRY: The evolution of mutual fund processing. Strategic Management Journal. 15, 45-62. Mahoney, J ., & Pandian, J. R. (1992). The resource-based view within the conversation of strategic management. Strategic Management Journal. 13. 363-380. Makadok, R. (1999). Interfirm differences in scale economies and the evolution of market shares. Strategic Management Journal, 20 (10), 935-952. . Makadok, R. (2001). Toward a synthesis of the resource-based and dynamic—capabi1ity views of rent creation. Strategic Managemetzt Journai. 22. 387-401. McGahan, A. M., & Porter, M. E. (1997). How much does industry matter, really? Strategic Management Journal. 18 (Summer Special Issue), 15-30. Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic behavior and capabilities. Cambridge: Harvard University Press, 195-307. , Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journai, 14, 179-192. - ' Porter, M. E. (1980). Generic competitive strategies. Competitive strategy. New York.’ Free Press. Priem, R. L., & Butler, J. E. (2001). Is the resource~based “view" a useful perspective for strategic management research? Academy of Management Review. 26 (1), 22-40. Ricardo, D. (1817). Principles of politicai economy and taxation. London: J. Murray. Robins, J., & Wiersema, M. F. (1 995). ‘A resource-based approach to the multibusiness firm: Empirical analysis of portfolio interrelationships and corporate financial performance. Strategic Management Journal, 16, 277-299. Rumelt, R. (1991). How much does industry matter? Strategic Management Journal, 12, 167-185. Schulze, W. (1994). Two schools of thought in resource-based theory. In: P. Shrivastiva et a1., Advances in = strategic management (pp. 127-151). New York: JAI Press. Teece, D. 1., Pisano, (3., & Simon, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal. 18 (7), 509—533. 

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Ya Allah Ya Adzhim Ya Rachman Ya Rachim Ya Adil Muliakan dan Sayangilah para Saudaraku yang memBuka & memBaca Blog ini beserta Keluarganya.... Berikanlah Kesehatan Kekuatan Lahir Bathin, Kesuksesan dalam Segala Hal, Terangi Hari harinya dengan Cahaya Mu....Cahaya Kasih Sayang Mu Ya Rabb Mudahkanlah Segala Urusannya...Terangi dengan Cahaya Pengetahuan Mu, Berikanlah Petunjuk Mu Ya Allah Kuatkan dan Mantapkan Iman Takwa serta Ibadahnya....Limpahkan dan Curahkan Hujan Rahmat Karunia, Kekayaan, serta Rizky yang Berkah Berikan Kebahagiaan Bersama Keluarga.....Kebahagiaan di Dunia maupun di Akherat, Alhamdulillah Aamiin...Terima Kasih Ya Allah Atas segala-galanya...........

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border-radius: 2px; font: 13px "HelveticaNeue", "Helvetica Neue", Helvetica, Arial, sans-serif; color: #777; margin: 0; width: 210px; max-width: 100%; display: block; margin-bottom: 20px; background: #fff; } select { padding: 0; } input[type="text"]:focus, input[type="password"]:focus, input[type="email"]:focus, textarea:focus { border: 1px solid #aaa; color: #444; -moz-box-shadow: 0 0 3px rgba(0,0,0,.2); -webkit-box-shadow: 0 0 3px rgba(0,0,0,.2); box-shadow: 0 0 3px rgba(0,0,0,.2); } textarea { min-height: 60px; } label, legend { display: block; font-weight: bold; font-size: 13px; } select { width: 220px; } input[type="checkbox"] { display: inline; } label span, legend span { font-weight: normal; font-size: 13px; color: #444; } /* #Misc ================================================== */ .remove-bottom { margin-bottom: 0 !important; } .half-bottom { margin-bottom: 10px !important; } .add-bottom { margin-bottom: 20px !important; } /* * Skeleton V1.2 * Copyright 2011, Dave Gamache * www.getskeleton.com * Free to use under the MIT license. * http://www.opensource.org/licenses/mit-license.php * 6/20/2012 */ /* Table of Contents ================================================== #Base 960 Grid #Tablet (Portrait) #Mobile (Portrait) #Mobile (Landscape) #Clearing */ /* #Base 960 Grid ================================================== */ .container { position: relative; width: 960px; margin: 0 auto; padding: 0; } .container .column, .container .columns { float: left; display: inline; margin-left: 10px; margin-right: 10px; } .row { margin-bottom: 20px; } /* Nested Column Classes */ .column.alpha, .columns.alpha { margin-left: 0; } .column.omega, .columns.omega { margin-right: 0; } /* Base Grid */ .container .one.column, .container .one.columns { width: 40px; } .container .two.columns { width: 100px; } .container .three.columns { width: 160px; } .container .four.columns { width: 220px; } .container .five.columns { width: 280px; } .container .six.columns { width: 340px; } .container .seven.columns { width: 400px; } .container .eight.columns { width: 460px; } .container .nine.columns { width: 520px; } .container .ten.columns { width: 580px; } .container .eleven.columns { width: 640px; } .container .twelve.columns { width: 700px; } .container .thirteen.columns { width: 760px; } .container .fourteen.columns { width: 820px; } .container .fifteen.columns { width: 880px; } .container .sixteen.columns { width: 940px; } .container .one-third.column { width: 300px; } .container .two-thirds.column { width: 620px; } /* Offsets */ .container .offset-by-one { padding-left: 60px; } .container .offset-by-two { padding-left: 120px; } .container .offset-by-three { padding-left: 180px; } .container .offset-by-four { padding-left: 240px; } .container .offset-by-five { padding-left: 300px; } .container .offset-by-six { padding-left: 360px; } .container .offset-by-seven { padding-left: 420px; } .container .offset-by-eight { padding-left: 480px; } .container .offset-by-nine { padding-left: 540px; } .container .offset-by-ten { padding-left: 600px; } .container .offset-by-eleven { padding-left: 660px; } .container .offset-by-twelve { padding-left: 720px; } .container .offset-by-thirteen { padding-left: 780px; } .container .offset-by-fourteen { padding-left: 840px; } .container .offset-by-fifteen { padding-left: 900px; } /* #Tablet (Portrait) ================================================== */ /* Note: Design for a width of 768px */ @media only screen and (min-width: 768px) and (max-width: 959px) { .container { width: 768px; } .container .column, .container .columns { margin-left: 10px; margin-right: 10px; } .column.alpha, .columns.alpha { margin-left: 0; margin-right: 10px; } .column.omega, .columns.omega { margin-right: 0; margin-left: 10px; } .alpha.omega { margin-left: 0; margin-right: 0; } .container .one.column, .container .one.columns { width: 28px; } .container .two.columns { width: 76px; } .container .three.columns { width: 124px; } .container .four.columns { width: 172px; } .container .five.columns { width: 220px; } .container .six.columns { width: 268px; } .container .seven.columns { width: 316px; } .container .eight.columns { width: 364px; } .container .nine.columns { width: 412px; } .container .ten.columns { width: 460px; } .container .eleven.columns { width: 508px; } .container .twelve.columns { width: 556px; } .container .thirteen.columns { width: 604px; } .container .fourteen.columns { width: 652px; } .container .fifteen.columns { width: 700px; } .container .sixteen.columns { width: 748px; 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} .container .columns, .container .column { margin: 0; } .container .one.column, .container .one.columns, .container .two.columns, .container .three.columns, .container .four.columns, .container .five.columns, .container .six.columns, .container .seven.columns, .container .eight.columns, .container .nine.columns, .container .ten.columns, .container .eleven.columns, .container .twelve.columns, .container .thirteen.columns, .container .fourteen.columns, .container .fifteen.columns, .container .sixteen.columns, .container .one-third.column, .container .two-thirds.column { width: 300px; } /* Offsets */ .container .offset-by-one, .container .offset-by-two, .container .offset-by-three, .container .offset-by-four, .container .offset-by-five, .container .offset-by-six, .container .offset-by-seven, .container .offset-by-eight, .container .offset-by-nine, .container .offset-by-ten, .container .offset-by-eleven, .container .offset-by-twelve, .container .offset-by-thirteen, .container .offset-by-fourteen, .container .offset-by-fifteen { padding-left: 0; } } /* #Mobile (Landscape) ================================================== */ /* Note: Design for a width of 480px */ @media only screen and (min-width: 480px) and (max-width: 767px) { .container { width: 420px; } .container .columns, .container .column { margin: 0; } .container .one.column, .container .one.columns, .container .two.columns, .container .three.columns, .container .four.columns, .container .five.columns, .container .six.columns, .container .seven.columns, .container .eight.columns, .container .nine.columns, .container .ten.columns, .container .eleven.columns, .container .twelve.columns, .container .thirteen.columns, .container .fourteen.columns, .container .fifteen.columns, .container .sixteen.columns, .container .one-third.column, .container .two-thirds.column { width: 420px; } } /* #Clearing ================================================== */ /* Self Clearing Goodness */ .container:after { content: "\0020"; display: block; height: 0; clear: both; visibility: hidden; } /* Use clearfix class on parent to clear nested columns, or wrap each row of columns in a

*/ .clearfix:before, .clearfix:after, .row:before, .row:after { content: '\0020'; display: block; overflow: hidden; visibility: hidden; width: 0; height: 0; } .row:after, .clearfix:after { clear: both; } .row, .clearfix { zoom: 1; } /* You can also use a
to clear columns */ .clear { clear: both; display: block; overflow: hidden; visibility: hidden; width: 0; height: 0; } /* * Skeleton V1.2 * Copyright 2011, Dave Gamache * www.getskeleton.com * Free to use under the MIT license. * http://www.opensource.org/licenses/mit-license.php * 6/20/2012 */ /* Table of Content ================================================== #Site Styles #Page Styles #Media Queries #Font-Face */ /* #Site Styles ================================================== */ /* #Page Styles ================================================== */ /* #Media Queries ================================================== */ /* Smaller than standard 960 (devices and browsers) */ @media only screen and (max-width: 959px) {} /* Tablet Portrait size to standard 960 (devices and browsers) */ @media only screen and (min-width: 768px) and (max-width: 959px) {} /* All Mobile Sizes (devices and browser) */ @media only screen and (max-width: 767px) {} /* Mobile Landscape Size to Tablet Portrait (devices and browsers) */ @media only screen and (min-width: 480px) and (max-width: 767px) {} /* Mobile Portrait Size to Mobile Landscape Size (devices and browsers) */ @media only screen and (max-width: 479px) {} /* #Font-Face ================================================== */ /* This is the proper syntax for an @font-face file Just create a "fonts" folder at the root, copy your FontName into code below and remove comment brackets */ /* @font-face { font-family: 'FontName'; src: url('../fonts/FontName.eot'); src: url('../fonts/FontName.eot?iefix') format('eot'), url('../fonts/FontName.woff') format('woff'), url('../fonts/FontName.ttf') format('truetype'), url('../fonts/FontName.svg#webfontZam02nTh') format('svg'); font-weight: normal; font-style: normal; } */

AYAT QUR’AN PEMBUKA PINTU REZEKI DAN PINTU RAHMAT

•  Dalam surat Al Baqarah ayat 153 Allah mengingatkan atasilah semua kesulitan itu dengan minta pertolongan pada Allah dan di dalam surat Al Baqarah ayat 186 Allah juga  mengingatkan :
  
  

  186. Dan apabila hamba-hamba-Ku bertanya kepadamu tentang Aku, maka (jawablah), bahwasanya Aku adalah dekat. Aku mengabulkan permohonan orang yang berdoa apabila ia memohon kepada-Ku, maka hendaklah mereka itu memenuhi (segala perintah-Ku) dan hendaklah mereka beriman kepada-Ku, agar mereka selalu berada dalam kebenaran (Al-Baqarah 186)

• 
  
  
• Apa saja yang Allah anugerahkan kepada manusia berupa rahmat, maka tidak ada seorangpun yang dapat menahannya; dan apa saja yang ditahan oleh Allah maka tidak seorangpun yang sanggup melepaskannya sesudah itu. Dan Dialah Yang Maha Perkasa lagi Maha Bijaksana. 3. Hai manusia, ingatlah akan nikmat Allah kepadamu. Adakah pencipta selain Allah yang dapat memberikan rezki kepada kamu dari langit dan bumi ? Tidak ada Tuhan selain Dia; maka mengapakah kamu berpaling           (dari ketauhidan)? (Fathir 2-3)
  

       Didalam ayat ini Allah menjelaskan bahwa apa saja rahmat yang dibukakan bagi seseorang tidak ada satu kekuatanpun yang bisa mencegahnya. Demikian pula apa saja yang ditahan Allah dari seseoang tidak ada seseorangpun yang bisa memberikannya selain Allah . Tanamkan keyakinan didalam diri kita masing masing bahwa apa saja rahmat yang dibukakan Allah bagi kita , tidak ada satu kekuatanpun yang bisa mencegahnya. Mohon pada Allah agar ia membukakan pintu rahmat bagi kita dari langit dan bumi. Mohon pada Allah agar Ia membukakan pintu rahmat bagi kita dari segala penjuru yang dikehendakiNya. Mohon pada Allah agar Dia tidak menutup pintu rahmatnya bagi kita. Karena jika Dia menutup pintu RahmatNya , tidak ada yang bisa membukakan selain Dia sendiri.

      Dalam ayat ini Allah juga mengingatkan agar kita mengenang dan ingat berbagai nikmat yang telah diberikanNya pada kita. Yakinkan dalam hati bahwa tidak ada yang bisa memberikan rezeki bagi kita dari langit dan bumi selain Allah, tidak sepantasnya kita berpaling dari Dia yang menguasai perbendaharaan kekayaan dilangit dan bumi. Mohon pada Allah agar kita diberi kekuatan untuk selalu bersyukur dengan berbagai nikmat yang telah diberikannya pada kita.

       Dengarkan bacaan ayat tersebut diatas berikut tadabburnya  dengan sungguh sungguh, hayati dan resapi maknanya. Mintalah pada Allah agar Ia membukakan pintu rahmatnya dari segala penjuru yang dikehendaki. Mintalah pada Allah agar diberi kekuatan untuk mengenang dan mensyukuri berbagai nikmat yang telah diberikanNya pada kita. Dengarkan surat fathir berikut tadabburnya itu berulang ulang, selanjutnya baca atau hafalkan ayat tersebut dan baca tadabburnya secara putis  seperti dibawah ini.

“ Ya Allah telah kau ingatkan pada kami dalam qur’anMu yang agung,bahwa apa saja rahmat yang Kau bukakan bagi manusia , tidak ada seorangpun yang dapat mencegahnya, dan apa saja yang Kau tahan dari manusia maka tidak ada seorangpun yang bisa memberikannya selain Engkau. Sesungguhnya Engkau maha Perkasa dan Maha bijaksana. Dan telah kau ingatkan pula kepada kami agar kami selalu ingat dengan berbagai nikmat yang telah Engkau berikan kepada kami. Adakah pencipta selain Engkau yang dapat memberi kami rezeki dari  langitt dan Bumi, ya Allah tidak ada Tuhan yang berhak disembah selain Engkau, tidak sepatutnya kami berpaling dari Mu.

Ya Allah , apa saja rahmat yang Engkau bukakan bagi kami , tidak ada seorangpun yang dapat mencegahnya. Bukakan bagi kami pintu rahmat dari langit dan bumiMu, bukakan bagi kami pintu rahmat dari segala penjuru yang Engkau berkahi. Bukakan bagi kami pintu  rezeki dari langit dan bumiMu,bukakan bagi kami pintu rezeki dari segala penjuru yang Kau kehendaki.   Jangan kau tahan rahmatMu dari kami ya Allah, jika Engkau tahan rahmatMu dari kami , tidak ada yang bisa membukakannya selain Engkau ya Allah. Ampuni kami ya Allah, jangan Kau tutup pintu rahmat dari kami ya Allah, perkenankanlah permohonan kami ini ya Allah Ya Allah tolong kami untuk selalu ingat dengan berbagai nikmat yang telah Engkau limpahkan pada kami. Tolong kami untuk mensyukuri semua nikmat yang telah engkau berikan pada kami. Ya Allah tidak ada Tuhan yang dapat memberi kami rezeki dari langit dan bumi selain Engkau, Engkaulah Tuhan kami, hanya engkaulah yang kami sembah . Ya Allah jangan kau palingkan hati kami dari mengingat dan menyembahMu. Teguhkan iman dan keyakinan kami padaMu, perkenankalah permohonan kami ini ya Allah.”

Dengan membaca tadabbur ayat ini insya Allah Dia akan membukakan pintu rahmat dan rezeki Nya dari langit dan bumi bagi anda , sehingga anda terbebas dari berbagai kesulitan dan tekanan hidup yang berkepanjangan. 
 Baca selengkapnya dibawah ini :

Cerita Sehat :  Klik Disini 
  DISINI

Berikut adalah situs resmi Kementerian yang membuka lowongan CPNS jalur umum: Bagi Yang Minat :

Kementerian Koordinator Bidang Polhukam:http://www.polkam.go.id/
Kementerian Koordinator Bidang Kesra:http://www.menkokesra.go.id/
Kementerian Koordinator Bidang Perekonomian:http://www.ekon.go.id/
Kementerian Dalam Negeri: http://www.kemendagri.go.id/
Kementerian Luar Negeri: http://www.kemlu.go.id/
Kementerian Pertahanan: http://www.kemhan.go.id/
Kementerian Hukum dan HAM: http://www.kemenkumham.go.id/
Kementerian Keuangan: http://www.kemenkeu.go.id/
Kementerian ESDM: http://www.esdm.go.id/
Kementerian Perindustrian: http://www.kemenperin.go.id/
Kementerian Perdagangan: http://www.kemendag.go.ig/
Kementerian Pertanian: http://www.deptan.go.id/
Kementerian Kehutanan: http://www.dephut.go.id/
Kementerian Perhubungan: http://www.dephub.go.id/
Kementerian Kelautan dan Perikanan: http://www.kkp.go.id/
Kementerian Tenaga Kerja dan Transmigrasi:http://www.depnakertrans.go.id/
Kementerian Kesehatan: http://www.depkes.go.id/
Kementerian Pekerjaan Umum: http://www.pu.go.id/
Kementerian Pendidikan dan Kebudayaan: http://www.kemdiknas.go.id/
Kementerian Sosial: http://www.kemsos.go.id/
Kementerian Pariwisata dan Ekonomi Kreatif: http://www.budpar.go.id/
Kementerian Lingkungan Hidup: http://www.menlh.go.id

Alasan Amerika Takut Berperang Dengan Indonesia

Indonesia merupakan salah satu negara terkaya di dunia. Dilihat dari sumber daya alam yang melimpah, mulai dari tambang emas, batu bara, nikel, minyak dan gas dan masih banyak lagi. Hasil hutan dan laut yang melimpah, bahkan bisa melebihi kekayaan negara-negara timur tengah. Semua hal ini bisa saja menjadi
Tapi Pentagon membayangkan jika AS terpaksa harus menyerang Indonesia, berapa kerugian yang harus di pikul pihak AS dan berapa keuntungan pihak Indonesia dari kehadiran tentara AS di sana.

pertimbangan bagi negara adidaya untuk mengusainya. Namun ternyata hal tersebut tidak menjadikan daya tarik disebabkan beberapa hal. Walaupun sebenarnya setelah invasi Amerika ke Irak, Indonesia bisa saja menjadi sasaran berikutnya.
Begitu memasuki perairan daratan Indonesia, mereka akan di hadang pihak bea cukai karena membawa masuk senjata api dan senjata tajam serta peralatan perang tanpa surat izin dari pemerintah RI. Ini berarti mereka harus menyediakan “Uang Damai”, coba hitung berapa besarnya jika bawaanya sedemikian banyak.
Kemudian mereka mendirikan Base camp militer , bisa di tebak di sekitar base camp pasti akan di kelilingi tukang Bakso, Tukang Es kelapa, lapak VCD bajakan, sampai obral Cel-Dam Rp.10000 3 Pcs. Belum lagi para pengusaha komedi puter bakal ikut mangkal di sekitar base camp juga.
Kemudian kendaraan-kendaraan tempur serta tank -tank lapis baja yang di parkir dekat base camp akan di kenakan retribusi parkir oleh petugas dari dinas perpakiran daerah. Jika dua jam pertama perkendaraan dikenakan Rp. 10.000,- (maklum tarif orang bule),berapa yang harus di bayar AS kalau kendaraan & tank harus parkir selama sebulan.
Sepanjang jalan ke lokasi base camp pasukan AS harus menghadapi para Pak Ogah yang berlagak memperbaiki jalan sambil memungut biaya bagi kendaraan yang melewati jalan tersebut. Dan jika kendaraan tempur dan tank harus membelok atau melewati pertigaan mereka harus menyiapkan recehan untuk para Pak Ogah. Belum kalo rantai roda tanknya rusak gara2 jalan berlobang.

Suatu kerepotan besar bagi rombongan pasukan jika harus berkonvoi, karena konvoi yang berjalan lambat pasti akan di hampiri para pengamen, pengemis dan anak-anak jalanan, ini berarti harus mengeluarkan recehan lagi. Belum lagi jika di jalan bertemu polisi yang sedang bokek, udah pasti kena semprit kerena konvoi tanpa izin. Bayangkan berapa uang damai yang harus di keluarkan.
Di base camp militer, tentara AS sudah pasti nggak bisa tidur, karena nyamuknya busettt, gede-gede kayak vampire. Malam hari di hutan yang sepi mereka akan di kunjungi para wanita yang tertawa dan menangis. Harusnya mereka senang karena bisa berkencan dengan wanita ini tapi kesenangan tersebut akan sirna begitu melihat para wanita ini punya bolong besar di punggungnya. Pas lagi enak2 tidur, para tentara selalu terbangun saat mendengar deru suara pesawat lewat, bukan takut ditembak tapi takut kejatuhan pesawat.
Pagi harinya mereka tidak bisa mandi karena di sungai banyak di lalui “Rudal Kuning” yang di tembakkan penduduk setempat dari “Flying helicopter” alias wc terapung di atas sungai.
Pasukan AS juga tidak bisa jauh-jauh dari pelaratan perangnya, karena di sekitar base camp sudah mengintai pedagang besi loakan yang siap mempereteli peralatan perang canggih yang mereka bawa. Meleng sedikit saja tank canggih mereka bakal siap dikiloin. Belum lagi para curanmor yang siap beraksi dengan kunci T-nya siap merebut jip-jip perang mereka yang kalau di dempul dan cat ulang bisa di jual mahal ke anak-anak orang kaya yang pengen gaya-gayaan.
Dan yang lebih menyedihkan lagi badan pasukan AS akan jamuran karena tidak bisa berganti pakaian.
Kalau berani nekat menjemur pakaiannya dan meleng sedikit saja, besok pakaian mereka sudah mejeng dipasar Jatinegara di lapak-lapak pakaian bekas.
Peralatan telekomunikasi mereka juga harus di jaga ketat, karena para bandit kapak merah sudah mengincar peralatan canggih itu. Dan mereka juga harus membayar sewa tanah yang di gunakan untuk base camp kepada para pemilik tanah. Di samping itu mereka juga harus minta izin kepada RT/ RW dan kelurahan setempat, berapa meja yang harus di lalui dan berapa banyak dana yang harus di siapkan untuk meng-Amplopi pejabat-pejabat ini.
Para komandan pasukan AS ini juga akan kena tugas tambahan mengawasi para prajuritnya yang banyak menyelinap keluar base camp buat nonton dangdut di RW 06, katanya ada Inul di sana. Dukun-dukun yang tersebar luas, tinggal sms reg DUKUN ke 00 omong kosong, kena santet deh smua pasukan mereka..di negara mereka mana ada dukun instan?? Rudal2 juga tinggal disemprot pake air bunga, balik deh ke si pengirim rudal.
Palagi Kalau ketemu pasukan OPM atau GAM bakal tambah kacau deh kondisi, perang ma siapa udah ga jelas.Di saat kekurangan staf, kalo pakai pegawai orang indonesia di basecamp mereka, bisa2 habis anggaran kena korup smua…belum lagi kalau pegawainya kerjasama ma pedagang makanan kaki lima sekitar, uang habis, tentara keracunan smua
Maraknya kasus hipnotis dan penipuan yang dilakukan oknum2 tidak bertanggung jawab akan menyebabkan kehilangan onderdil perang pasukan mereka, contohnya kehilangan celana dalam, kaos2 putih, celana panjang, blum lagi sepatu2..
Pasukan Agen Rahasia khusus Indonesia yang sangat menakutkan: agen Ryan, agen Sumanto dan kawan2nya..mereka specialis dalam hal makan-memakan dan kubur-mengubur.
Belum lagi Banyaknya kasus mutilasi di indonesia membuat pasukan mereka jiper duluan, malem2 tiba2 ilang, pagi2 balik tinggal kaki kiri doang yang ada.Yang Gawat lagi kalo petugas jaga pos merem dikit, bisa2 satu peleton jadi korban trafficking, stok logistik amblas, kemasukan orgil, pemulung, dijarah massa peralatan tempur mereka. Belum lagi kalo kena banjir, tanah longsor. Hal ini mengharuskan Amrik mengeluarkan dana lebih untuk membeli candid kamera ribuan, anjing penjaga [kalo tentaranya kena gigit, tambah lagi budgetnya buat biaya medis]. Belum lagi kalo ada tetangga yg nyerobot batas patok tanah, bakal sibuk mereka ngurus sengketa dan serangan pun ditunda.
Banyaknya mal praktek di Indonesia, membuat Amrik harus merogoh kocek lagi buat bangun RS dan menggaji dokter mereka.
Anak muda Indonesia yang kebanyakan cuek dengan kondisi bangsanya, membuat Amrik takut kalo dikacangin dan tidak diladenin oleh pemuda Indonesia.
Banyaknya kasus bom bunuh diri, membuat tentara Amrik keder, kalo 200juta org bawa bom satu-satu, langsung abiz dah.
Satu lagi niy, serangan mahasiswa2 yg tawuran, demonstrasi dan warga yang tawuran antar wilayah bikin tentara2 AS kejebak d jalan n ikut d timpukin!
Membayangkan ini semua akhinya Bush dan Rumsfield (Amrik Presidennya masih dia) memutuskan untuk mundur dan balik ke negerinya. Kurang lebih seperti itulah alasan mereka..
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Bung Karno Berdialog Dengan Syekh Kadirun Yahya

Suatu hari, pada sekitar bulan Juli 1965, Bung Karno berdialog dengan Syekh Kadirun Yahya, anggota dewan kurator seksi ilmiah Universitas Sumatra Utara (USU) yang juga menguasai lebih dari 17 bahasa international ini Bung Karno (BK): Saya bertanya-tanya pada semua ulama dan para intelektual yang saya anggap tahu, tapi semua jawaban tidak ada yang memuaskan saya, en jij bent ulama, tegelijk intellectueel van de exacta en metaphysica-man. Syekh Kadirun Yahya (SKY): Apa soalnya Bapak Presiden? BK: Saya bertanya lebih dahulu tentang hal lain, sebelum saya mengajukan pertanyaan yang sebenarnya. Manakah yang lebih tinggi, presidentschap atau generaalschap atau professorschap dibandingkan dengan surga-schap? SKY: Surga-schap. Untuk menjadi presiden, atau profesor harus berpuluh-puluh tahun berkorban dan mengabdi pada nusa dan bangsa, atau ilmu pengetahuan, sedangkan untuk mendapatkan surga harus berkorban untuk Allah segala-galanya berpuluh-puluh tahun, bahkan menurut Hindu atau Budha harus beribu-ribu kali hidup baru dapat masuk nirwana. BK: Accord, Nu heb ik je te pakken Proffesor (sekarang baru dapat kutangkap Engkau, Profesor.) Sebelum saya ajukan pertanyaan pokok, saya cerita sedikit: Saya telah banyak melihat teman-teman saya matinya jelek karena banyak dosanya, saya pun banyak dosanya dan saya takut mati jelek. Maka saya selidiki Quran dan hadist. Bagaimana caranya supaya dengan mudah menghapus dosa saya dan dapat ampunan dan mati senyum; dan saya ketemu satu hadist yang bagi saya sangat berharga. Bunyinya kira-kira begini: Seorang wanita pelacur penuh dosa berjalan di padang pasir, bertemu dengan seekor anjing yang kehausan. Wanita tadi mengambil segayung air dan memberi anjing yang kehausan itu minum. Rasulullah lewat dan berkata, “Hai para sahabatku, lihatlah, dengan memberi minum anjing itu, terhapus dosa wanita itu di dunia dan akhirat dan ia ahli surga!!! Profesor, tadi engkau katakan bahwa untuk mendapatkan surga harus berkorban segala-galanya, berpuluh tahun itu pun barangkali. Sekarang seorang wanita yang banyak berdosa hanya dengan sedikit saja jasa, itu pun pada seekor anjing, dihapuskan Tuhan dosanya dan ia ahli surga. How do you explain it Professor? Waar zit‘t geheim? Syekh Kadirun Yahya hening sejenak lalu berdiri meminta kertas. SKY: Presiden, U zei, dat U in 10 jaren’t antwoor neit hebt kunnen vinden, laten we zein (Presiden, tadi Bapak katakan dalam 10 tahun tak ketemu jawabannya, mari kita lihat), mudah-mudahan dengan bantuan Allah dalam dua menit, saya dapat memberikan jawaban yang memuaskan. Bung karno adalah seorang insinyur dan Kadirun Yahya adalah ahli kimia/fisika, jadi bahasa mereka sama-sama : eksakta. SKY menulis dikertas:10/10 = 1. BK menjawab: Ya. SKY: 10/100 = 1/10. BK: Ya. SKY: 10/1000 = 1/100. BK: Ya. SKY: 10/bilangan tak berhingga = 0. BK: Ya. SKY: 1000000/ bilangan tak berhingga = 0. BK: Ya. SKY: Berapa saja ditambah apa saja dibagi sesuatu tak berhingga samadengan 0. BK: Ya. SKY: Dosa dibagi sesuatu tak berhingga samadengan 0. BK: Ya. SKY: Nah…, 1 x bilangan tak berhingga = bilangan tak berhingga. 1/2 x bilangan tak berhingga = bilangan tak berhingga. 1 zarah x bilangan tak berhingga = tak berhingga. Perlu diingat bahwa Allah adalah Maha takberhingga. Sehingga, sang wanita walaupun hanya 1 zarah jasanya, bahkan terhadap seekor anjing sekali pun, mengkaitkan, menggandengkan gerakkannya dengan Yang Maha Akbar, mengikutsertakan Yang Maha Besar dalam gerakkannya, maka hasil dari gerakkannya itu menghasikan ibadat paling besar, yang langsung dihadapkan pada dosanya yang banyak, maka pada saat itu pula dosanya hancur berkeping keping. Hal ini dijelaskan sebagai berikut: (1 zarah x tak berhingga)/dosa = tak berhingga. BK diam sejenak lalu bertanya: Bagaimana ia dapat hubungan dengan Sang Tuhan? SKY: Dengan mendapatkan frekuensinya. Tanpa mendapatkan frekuensinya tidak mungkin ada kontak dengan Tuhan. Lihat saja, walaupun 1 mm jaraknya dari sebuah zender radio, kita letakkan radio kita dengan frekuensi yang tidak sama, radio kita tidak akan mengeluarkan suara dari zender tersebut. Begitu juga, walaupun Tuhan dikabarkan berada lebih dekat dari kedua urat leher kita, tidak mungkin kontak jika frekuensinya tidak sama. BK berdiri dan berucap: Professor, you are marvelous, you are wonderful, enourmous. Kemudian dia merangkul dan mencium tangan SKY tersebut lalu berkata: Profesor, doakan saya agar saya dapat mati dengan senyum di belakang hari. Tidak lama Beberapa tahun kemudian, Bung karno meninggal dunia dalam keadaan Khusnul Khotimah. Resensi-resensi harian-harian dan majalah-majalah ibukota yang mengkover kepergian beliau, selalu memberitakan bahwa beliau Bung Karno dalam keadaan senyum ketika menutup mata untuk selama-lamanya.