johhson,scholes and whittington model (hamel and prahalad model)

Not sure what you mean by the JSW model (they are prolific writers). However, the following might be useful:

Capability arises from resources and competences. Basic resources and competences will give no more than threshold capabilities – survival, but not great.

Strategic capability gives you better, sustainable profits and for this you need unique resources and/or core competences.

Traditional strategic planning tended to follow a position-based approach to strategy: if the environment changed, then alter what you do in response to that. However, Prahalad and Hamel pointed out that if you have unique resources and core competences that have made you successful, this does not mean that you can conjure up other ones, at will, from scratch, that will help you succeed in the new environment. Better to hang onto your existing, hard won, unique resources and competencies and try to use those assets in a different way. This approach is known as resource-based strategic planning (where ‘resource’ here also includes the resource of core competence). Don’t abandon your ‘crown jewels’ too easily or you will have to start over again and will have lost you strategic advantage.