Taking into account the increasing urbanization in Europe, young people prefer bigger cities and eventually small towns face the challenge of aging and immigrant populations requiring evermore social services even as tax revenues decrease. It seems a necessity for the regional enterprises/authorities to revise their strategic vision in associated with the raising of awareness among the citizens and socio-economic stakeholders in the long-term strategies/priorities.
Structuring a powerful approach toward the concept of attractiveness through a location-based assertiveness will not only be supported by the local public or community initiatives, but also through the resource-based theory to stablish new opportunities of public/private partnership in the locations. The concept community values, combining with the strategic vision of the local authority scenario would idealistically cause the raising of awareness among the citizens and socio-economic stakeholders in the scenario-based implementation of resilient of the long-term strategies/priorities; this path is capable also in a public mobilization for a sustainable collective action to sharing a purpose, a common fate in the sense of the evolution of socio-economic norms which eventually integrates the cultural, social, economic and environmental values with the “location”; this could be the platform for a model that shows location-based growth orientation aspects are in a profound interaction with what we call “place identity”. The main ambition of our paper is to look at location as a structured dynamism to support the diversification strategy of owner-managed local companies through literature-based approach to examine whether location, as a strategic resource, contributes to sustainable competitive advantage for companies. So our study contributes to the discussion of the importance of “location” as a factor for creating strategic resources that can create and/or contribute to the competitive advantage of enterprises mostly based on the regionalization strategies; this will promote the mobilization of local actors to develop the competitiveness and attractiveness of their territory, while stimulating a collaborative approach between the territories to expand their capacities. In the maturity phase the resource-based view developed to be a resource-based theory that must evolve in order to extend the maturity phase. As the resource-based view assumes that resources are heterogeneously distributed among companies, various factors [external and internal] explain how profitability can be created and maintained in the long term. We have applied an interdisciplinary grounded theory method by combining the literature-based data from studies of resource based strategies and urban discussion related to space/location; The evidence from some interviews with company leaders, owners, managers and influential representatives of various community activities and entities also helped us to run an inductive reasoning approach as a hypothetical clarification of the action(s) that recurrently determines the main apprehension of the accomplices in an applicable area.