This definition of appeal also include the concept of capacity, ie, the capabilities of an enterprise will also be resources available to this account. The resources will be strictly defined as stocks of available factors that are owned or controlled by the firm (Amit and Schoemaker, 1993). In contrast, the power capacity would adequately manage the resources to perform a specific task within the company. Therefore, in this context, capacity refers to the competence of a company to deploy resources, usually in combination, using organizational processes to produce a desired end. In line with the definition of Amit and Schoemaker (1993), Grant (1991), they claim that the resources (broadly defined) are inputs in the production system and the basic unit of analysis to internal corporate level. Recognize that few resources are productive although independent, they appear to the concept of capacity.
A capability is the ability for a team of resources to perform some task or activity. While resources are the source of the company's capabilities, capabilities are the main source of their competitive advantage. But not only limited capacities to organize a coordinated set of resources, but capacity incorporate complex interactions between people and between people and other resources that make up the company. It is also the concept of organizational routines in the sense of Nelson (1991) and Nelson and Winter (1982). This indicates, that capacity is essentially a routine, or a number of interacting routines. Raven (1995) states that "the heart of any strategy is to obtain benefits from the resources and capabilities that controls the company, such as physical and financial assets, human capital, intangible assets such as brands, reputation, experience and technology.