scholarly journals Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment

2020 ◽  
Vol 12 (21) ◽  
pp. 8832 ◽  
Author(s):  
Letycja Sołoducho-Pelc ◽  
Adam Sulich
Keyword(s):  
Competitive Advantage ◽  
Development Strategy ◽  
Inductive Inference ◽  
Research Question ◽  
Business Environment ◽  
Quantitative Model ◽  
Green Economy ◽  
Literature Study ◽  
Economic Sectors ◽  
Model Combining

Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

Investigating the Impact of Research and Development Strategy on Firm Performance

2011 ◽  
Vol 495 ◽  
pp. 306-309 ◽  
Author(s):  
Panagiotis Trivellas
Keyword(s):  
Firm Performance ◽  
Research And Development ◽  
Competitive Advantage ◽  
Development Strategy ◽  
Dominant Role ◽  
External Environment ◽  
Business Environment ◽  
Organizational Size ◽  
Market Shares ◽  
The Impact

This paper examines the influence of Research and Development (R&D) strategy on firm performance controlling for external environment. In this turbulent era, several firms build their competitive advantage on their innovation competence investing on R&D. Drawing upon a sample of 248 firms located in Greece, a structured questionnaire was developed to measure R&D strategy, external environment (dynamism, complexity, munificence, technological) and firm performance (financial, market, innovation, growth and organizational). The importance of R&D strategy in explaining the variance of all performance dimensions is confirmed with innovation performance playing a dominant role. Results indicate that R&D strategy is the most crucial antecedent of firm performance, controlling for business environment. Among environmental dimensions, only dynamism exerts statistical significant relationships. Regarding organizational size, larger firms possess a competitive advantage in the market, enjoying dominant market shares, while smaller firms exhibit supremacy regarding their innovative behavior.

scholarly journals Factors affecting the business environment of SMEs in Nitra region in Slovakia

2018 ◽  
Vol 9 (2) ◽  
pp. 309-331
Author(s):  
Enikő Korcsmáros ◽  
Monika Šimova
Keyword(s):  
Future Development ◽  
Regional Policy ◽  
Research Question ◽  
Value Added ◽  
Business Environment ◽  
Transport Cost ◽  
Primary Research ◽  
Economic Sectors ◽  
The Future ◽  
The Impact

Research background: Businesses are directly affected by the outside world, i.e. the business environment. Literature review lists a number of factors of the business environment affecting businesses. These factors may be oriented towards inputs, outputs, sales, or can be an instrument of regional policy. With regard to future development of businesses, it is crucial to identify which factor and to what extent can influence the operation of the business. Purpose of the article: The main objective of the primary research was to provide a comprehensive assessment of how different factors influence enterprises of different economic sectors as well as help to verify the research question defined and formulate recommendations for future development of enterprises. The questionnaire survey to verify the research question was conducted on a sample of 496 small and medium-sized enterprises. Methods: We chose quantitative method of ANOVA for processing the results of the survey, and we also set the limit of significant impact of different influence factors on the basis of analysed data of primary research, and the limit of significant impact. Based on literature study, we have grouped individual factors such as factors focused on inputs, on outputs, on sales, and instruments of regional policy. Based on those findings we can identify the impact of factors for the future development of SMEs in different economic sectors. Findings & Value added: SMEs of Nitra Region involved in the research represent different economic sectors and various factors influence them with different intensity, for future development of these SMEs it is necessary to reduce the transport cost of raw material and goods, improve the attitude of employees to work, and the technical level of equipment to improve the economic situation of the region. The mentioned findings are important for formulating the future regional development plan.

scholarly journals Factors affecting the business environment of SMEs in Nitra region in Slovakia

2018 ◽  
Vol 9 (2) ◽  
pp. 309-331 ◽  
Author(s):  
Enikő Korcsmáros ◽  
Monika Šimova
Keyword(s):  
Future Development ◽  
Regional Policy ◽  
Research Question ◽  
Value Added ◽  
Business Environment ◽  
Transport Cost ◽  
Primary Research ◽  
Economic Sectors ◽  
The Future ◽  
The Impact

Research background: Businesses are directly affected by the outside world, i.e. the business environment. Literature review lists a number of factors of the business environment affecting businesses. These factors may be oriented towards inputs, outputs, sales, or can be an instrument of regional policy. With regard to future development of businesses, it is crucial to identify which factor and to what extent can influence the operation of the business. Purpose of the article: The main objective of the primary research was to provide a comprehensive assessment of how different factors influence enterprises of different economic sectors as well as help to verify the research question defined and formulate recommendations for future development of enterprises. The questionnaire survey to verify the research question was conducted on a sample of 496 small and medium-sized enterprises. Methods: We chose quantitative method of ANOVA for processing the results of the survey, and we also set the limit of significant impact of different influence factors on the basis of analysed data of primary research, and the limit of significant impact. Based on literature study, we have grouped individual factors such as factors focused on inputs, on outputs, on sales, and instruments of regional policy. Based on those findings we can identify the impact of factors for the future development of SMEs in different economic sectors. Findings & Value added: SMEs of Nitra Region involved in the research represent different economic sectors and various factors influence them with different intensity, for future development of these SMEs it is necessary to reduce the transport cost of raw material and goods, improve the attitude of employees to work, and the technical level of equipment to improve the economic situation of the region. The mentioned findings are important for formulating the future regional development plan.

Some Aspects of Identity Politics of Kharkiv Local Authorities After 2013

2018 ◽  
Vol 6 (1) ◽  
pp. 68-81
Author(s):  
Denys Kutsenko
Keyword(s):  
Development Strategy ◽  
Identity Politics ◽  
Central Government ◽  
Research Question ◽  
Interesting Case ◽  
Cultural Development ◽  
Local Authorities ◽  
New Policies ◽  
National Flag ◽  
The City

AbstractThe paper analyzes the transformation of identity politics of Kharkiv local authorities after the Euromaidan, or Revolution of Dignity, the annexation of Crimea, and the War in Donbass. Being the second largest city in Ukraine and becoming the frontline city in 2014, Kharkiv is an interesting case for research on how former pro-Russian local elites treat new policies of the central government in Kyiv, on whether earlier they tried to mobilize their electorate or to provoke political opponents with using soviet symbols, soviet memory, and copying Russian initiatives in the sphere of identity.To answer the research question of this article, an analysis of Kharkiv city and oblast programs and strategies and of communal media were made. Decommunisation, as one of the most important identity projects of Ukrainian central authorities after 2014, was analyzed through publications in Kharkiv’s city-owned media as well as reports from other scholars. Some conclusions are made from the analysis of these documents: Kharkiv development strategy until 2020, Complex program of cultural development in Kharkiv in 2011–2016 (and the same for 2017–2021), The regional program of military and patriotic training and participation of people in measures of defense work in 2015–2017, Program of supporting civil society in 2016–2020 in Kharkiv region and the city mayor’s orders about the celebration of Victory Day (9 May), the Day of the National Flag (23 August), the Day of the City (23 August) and Independence Day (24 August) in 2010–2015.

The Importance of Knowledge Transfer to Industry

2016 ◽  
Vol 4 (1) ◽  
pp. 1-6
Author(s):  
Emília Madudová ◽  
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Divergent Thinking ◽  
Business Environment ◽  
Point Of View ◽  
Creative Industry ◽  
Specific Knowledge ◽  
Creative People ◽  
Industry Needs ◽  
Firm Owners

The paper examines the specific knowledge universities transfer to industry, reflecting to creative industry needs. As results shows, the most asked alumni competences should be tacit knowledge and divergent thinking. Divergent thinking influence the creativity. Creativity is often defined as the ability to develop new and useful ideas, but in deep literature review, we can see few irregularities and different definitions of creativity. The paper also evaluates the importance of creativity from business environment point of view and from the creative industry perspective and creative firm owners. As point of view. Another key finding is, that to educate creative people will be one of the key competitive advantage, because mainly the ability to create and disseminate knowledge is often at the heart of the organization's competitive advantage not only in creative industry, but in transport industry as well.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

Experiences in the Blue Economy Development of Northeast Asia Countries in the Context of Industrial Revolution 4.0 – Implication for Vietnam

2021 ◽  
Vol 12 (6) ◽  
pp. 2167-2175
Author(s):  
Dr. Pham Ngoc Tram Et al.
Keyword(s):  
Development Strategy ◽  
Industrial Revolution ◽  
Northeast Asia ◽  
National Development ◽  
Coastal Development ◽  
Asian Countries ◽  
Economic Sectors ◽  
Marine Economy ◽  
Global Concern ◽  
Northeast Asian

In the 21st century, in addition to the growing population and the depletion of land-based mineral and energy resources, the development of coastal economic sectors has become a new global concern.  Therefore, all marine countries in the world consider the development and use of marine resources an essential part of their national development strategy. The marine economy gradually stimulates competition among nations. This article is based on the synthesis of documents to learn and analyze experiences of coastal development in some Northeast Asian countries in the context of the Industrial Revolution 4.0. From there, draw reference lessons for Vietnam.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

scholarly journals Strategic Planning and Competitive Advantage of ICT Small and Medium Enterprises in Kenya

2013 ◽  
Vol 1 (1) ◽  
pp. 191 ◽  
Author(s):  
Zachary B. Awino
Keyword(s):  
Strategic Planning ◽  
Competitive Advantage ◽  
Small And Medium Enterprises ◽  
Critical Role ◽  
Dynamic Environment ◽  
Business Environment ◽  
Positive Influence ◽  
Balanced Score Card ◽  
Medium Enterprises

The Paper is the research findings on the role of strategic planning and competitive advantage of ICT Small and Medium Enterprises in Kenya. Literature suggests that the contemporary business environment in which organisations operate is increasingly becoming uncertain and unpredictable. Significant changes are mostly driven by technological changes, globalisation and trade liberalisation. As a result, like large enterprises, SMEs are facing new and unexpected challenges that threaten their competitiveness. While most countries acknowledge the critical role that SMEs contribute to their economies, both as an engine of growth and sustainable development, many questions still remain unanswered as to the determination of the critical challenges facing SMEs and how these challenges could be addressed to improve their competitiveness. These challenges have increased the need for empirical information which is essential for decision making in addressing issues that are likely to enhance SMEs survival and growth. It is noted that there has been no adequate research studies on the role of strategic planning and competitive advantage of SMEs. This study contributes to the need to address the research gaps and thus explored the role of strategic planning and competitive advange of SMEs in Kenya. The study population consisted of 238 ICT SMEs from Nairobi and its environs. A sample size of 146 firms constituting 61 per cent of the total population was selected through stratified sampling. The study aimed to collect data from 438 respondents from top, middle and lower management teams. Structured questionnaires with closed and open ended questions was used for data collection, 239 responses were received from 123 ICT firms a response rate of 55 per cent and 84.2 per cent respectively. Key characteristics of strategic planning including formality, environmental analysis processes both internal and external orientations, strategies adopted, and implementation and control were recorded. Data analysis was done using descriptive statistics, factor analysis, t-test, ANOVA, correlation, correlation matrixes and regression analysis. The key findings revealed that strategic planning has significant and positive influence in performance of SME’s. The test of hypothesis revealed that strategic planning has positive and significant influence on competitive advantage. The study demonstrated strategic planning as a learning tool and a strategic resource which is consistent with the underlying assumptions of resource based theory, systems theory, chaos theory and balanced score card model assumptions. It is envisaged that, this kind of research is likely to generate useful discussions on the role of strategic planning and performance, of SMEs. It is apparent that entrepreneurs of SMEs cannot ignore strategic planning as significant changes in competitive advantage is the result of change or effective application of strategic planning. Policy makers and academicians may need to address the capacity needs of SMEs and develop strategic planning model that address the challenges that SMEs encounter in a dynamic environment.

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