scholarly journals Determinants of a Firm’s Sustainable Competitive Advantages: Focused on Korean Small Enterprises

2021 ◽  
Vol 13 (1) ◽  
pp. 346
Author(s):  
Sora Lee ◽  
Jaewon Yoo
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Positive Impact ◽  
Empirical Test ◽  
Organizational Capabilities ◽  
Competitive Advantages ◽  
Marketing Capability ◽  
Technological Resource ◽  
Sustainable Competitive Advantages ◽  
Resource Input

This study identifies an integrated model of a firm’s sustainable competitive advantages that helps understand how market orientation is related to an organization’s sustainable competitive advantage. An empirical test of the proposed framework utilized data from 312 top management team members or project managers in Korea to access and evaluate resource input levels, organizational capabilities, and overall environmental contexts; it indicates that market and technological resource input and marketing and innovative capabilities mediate the positive impact of market orientation on a firm’s competitive advantages. The findings suggested that technological turbulence’s moderating role weakened the positive effect of technological resource input on innovative capability. Contrastingly, market turbulence has not moderated the influence of market resource input on marketing capability. The results call on management to understand the internal market orientation process to enhance the presence of environmental turbulences in industries, thus increasing the competitive advantage of firms.

scholarly journals Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

2019 ◽  
Vol 11 (2) ◽  
pp. 551 ◽  
Author(s):  
Hongjia Ma ◽  
Qing Sun ◽  
Yang Gao ◽  
Yuan Gao
Keyword(s):  
Resource Management ◽  
Organizational Learning ◽  
Positive Impact ◽  
Competitive Advantages ◽  
Resource Integration ◽  
Analysis Method ◽  
Emerging Industries ◽  
Sustainable Competitive Advantages ◽  
Resource Reconfiguration ◽  
The Empirical Analysis

Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.

Developing the capability of marketing intelligence

2015 ◽  
Vol 22 (7) ◽  
pp. 1341-1359 ◽  
Author(s):  
Wei-Shong Lin ◽  
Jing-Wen Hsu ◽  
Ming-Yih Yeh
Keyword(s):  
Firm Performance ◽  
Tacit Knowledge ◽  
Market Orientation ◽  
Organizational Capabilities ◽  
Small Scale ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Organizational Capability ◽  
Content Type ◽  
Marketing Intelligence

Purpose – The purpose of this paper is to help firms to create competitiveness by developing marketing capabilities. It analyzes how the component and architectural competences affect and enhance market orientation and firm performance. Design/methodology/approach – Built on the theories of organizational capability, knowledge creation, and market orientation, this research develops the contents of marketing capabilities, including component and architectural competences that contribute to marketing capability by responding to external changes, and analyzes their influence on market orientation and firm performance. Findings – The study reveals the following effective marketing capabilities which benefit to marketing performance. First, hiring and retaining employees with higher professional, local, and specific knowledge. Second, firms with higher tacit knowledge enhance market orientation. Third, arranging employees into teamwork to implement marketing tasks. Fourth, assigning employees into small-scale experiments on creative proposals. Fifth, standardizing procedures of generation, dissemination, and response of marketing intelligence. Sixth, providing written market information and training programs to non-marketing staff. Seventh, appropriately delegating to staff. Eighth, establishing apprenticeship among the staff to deliver experiential know-how. Research limitations/implications – From a dynamic capability perspective, this research construct the two kinds of marketing competences and examine their effect on market orientation and firm performance. For further understanding the complementary effects of marketing capabilities, market orientation, and synergistic performance, a larger sample data (e.g. product, market share, sales, characteristics of staff, firm, and knowledge, etc.) and objective evaluation are encouraged. Otherwise, from the viewpoint of agency theory, the incentive system should also be discussed. Practical implications – This research has potentially significant implications for knowledge management and marketing management fields as well as managerial practice. The results suggest the importance of marketing capability for market orientation and firm performance. Originality/value – Marketing resources and marketing capabilities are significant drivers of firm performance, and their impact is greater when they are complementary to each other. This study takes the perspectives of organizational capabilities and market orientation to find out the factors which contribute to marketing capability and performance. This study provides practitioners with a framework for analyzing marketing capabilities as an object of improving firm performance by creating market orientation. Furthermore, this research empirically introduced strategic specific competence (tacit knowledge and autonomy) into the model and tests their effect of market orientation and firm performance.

The Competitive Advantage of Nations 25 years – opening up new perspectives on competitiveness

2015 ◽  
Vol 25 (5) ◽  
pp. 471-481 ◽  
Author(s):  
Örjan Sölvell
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Content Type ◽  
Long Run ◽  
Diamond Model ◽  
New Perspective ◽  
New Research ◽  
Sustainable Competitive Advantages ◽  
Opening Up

Purpose – The purpose of this study is to analyze how The Competitive Advantage of Nations project led by Professor Michael E. Porter has opened up new perspectives on competitiveness of nations and firms for scholars, practitioners and policymakers. With the publication of The Competitive Advantage of Nations (CAON) book in 1990, Professor Michael E. Porter opened up a whole new perspective on competitiveness and clusters, including both new research avenues and new perspectives for practitioners and politicians. By questioning the traditional, more static and macroeconomic, views on competitiveness, he opened up for a new model of microeconomic drivers of long-run firm competitiveness. The new conceptual model, the Diamond model, pointed to the importance of healthy rivalry and dynamic clusters, in the proximate firm environment, as central to our understanding of how firms build sustainable competitive advantages in global markets. Design/methodology/approach – Literature review and conceptual. Findings – To distinguish between short-term, more static, and long-term, more dynamic competitiveness of firms, and the competitiveness of nations and regions, the paper proposes a conceptualization into three interrelated concepts: competitiveness and innovativeness of firms, and attractiveness of nations and regions. Originality/value – This paper summarizes 40 years of Professor Porter’s seminal research with a focus on the CAON project that began with the 1990 book on The Competitive Advantage of Nations. The paper proposes three interrelated concepts to cover issues of competitiveness: competitiveness (firm’s static advantages), innovativeness (firm’s dynamic advantages) and attractiveness (national/regional advantages).

scholarly journals The challenges of creating sustainable competitive advantage in large B2B multidivisional corporations

2020 ◽  
Vol 12 ◽  
pp. 1188
Author(s):  
Isis Cassia Vannucci de Oliveira Koelle ◽  
Cristiane De Paula Bueno ◽  
Daniel Estima de Carvalho ◽  
Leandro Fraga Guimaraes
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Doing Business ◽  
Sustainable Competitive Advantages ◽  
The Way

It addresses the challenges that large multi-divisional B2B corporations face each day to take advantage of their corporate strategy and ensure sustainable competitive advantages. The synergies and interrelations that would give them such a position are not always simple to be achieved or even perceived by customers. The chosen approach was focused on B2B companies, because processes and communication tend to be more truncated, as they are usually more technical in the way of doing business. This can make the challenges of interrelation and synergy even greater.

scholarly journals THE MODEL OF COMPETITIVE ADVANTAGE FOR JAVA BATIK MSES

2020 ◽  
Vol 2 (1) ◽  
pp. 1-20
Author(s):  
Anwar Sulaiman ◽  
Ruwaida Ruwaida ◽  
Rufial Rufial
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Technological Innovation ◽  
Entrepreneurial Orientation ◽  
Analysis Tool ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Research Results ◽  
Research Findings ◽  
The City

The purpose of this study was to determine and analyze the effect of entrepreneurial orientation, marketing capabilities, market orientation, and technological innovation partially or collectively on competitive advantage. To find out and analyze the effect of entrepreneurial orientation, marketing capabilities, market orientation, and technological innovation on competitive advantage either partially or collectively. The population in this study amounted to 330 MSEs Batik entrepreneurs in Central Java, divided into 2 cities and 3 districts, namely the city of Surakarta and the city of Pekalongan, as well as Sragen, Sukoharjo, and Pekalongan districts. The research method used in this research is quantitative research methods. The research design used explanatory research and descriptive research through survey and questionnaire approaches. The analysis used in this research is the Confirmatory Factor Analysis (CFA). The statistical analysis tool used was LISREL 8.70. Based on the research results, the following research findings are as follows entrepreneurial orientation, marketing capability, market orientation, and technological innovation partially or collectively have a positive and significant effect on competitive advantage. Technological innovation is partially the variable with the greatest contribution value to competitive advantage. Based on the research results, the following research findings are as follows entrepreneurial orientation, marketing capability, market orientation, and technological innovation partially or collectively have a positive and significant effect on competitive advantage. Technological innovation is partially the variable with the greatest contribution value to competitive advantage. Based on the research results, the following research findings are as follows entrepreneurial orientation, marketing capability, market orientation, and technological innovation partially or jointly have a positive and significant effect on competitive advantage. Technological innovation is partially the variable with the greatest contribution value to competitive advantage.

scholarly journals A Research In Relating Entrepreneurship, Marketing Capability, Innovative Capability And Sustained Competitive Advantage

2010 ◽  
Vol 8 (9) ◽  
Author(s):  
Jia-Sheng Lee ◽  
Chia-Jung Hsieh
Keyword(s):  
Competitive Advantage ◽  
Linear Structure ◽  
Equation Model ◽  
Competitive Advantages ◽  
Marketing Capability ◽  
Font Size ◽  
Sustained Competitive Advantage ◽  
Data Analyses ◽  
Innovative Capability ◽  
Structure Equation Model

<p class="MsoNormal" style="text-justify: inter-ideograph; text-align: justify; margin: 0in 0.5in 0pt;"><span style="color: black; font-size: 10pt; mso-themecolor: text1;"><span style="font-family: Times New Roman;">The purpose of this research is to investigate the relationships of entrepreneurship, marketing capability, innovative capability, and sustained competitive advantage; hopefully to propose some new points of views in managing enterprises. We investigate the top 1000 Taiwan manufacturers in 2009 issued by Commonwealth magazine of Taiwan in this research. In total, 116 effective samples are collected. We use SEM linear structure equation model, and LISREL 8.7 editions of software for data analyses, and verify our hypotheses. The empirical results show: 1.entrepreneurship directly influence marketing capability, innovative capability and sustained competitive advantage respectively; and indirectly influence sustained competitive advantage through marketing capability and innovative capability respectively; 2.although marketing capability does not influence sustained competitive advantage directly, but influence sustained competitive advantages indirectly through innovative capability; in the other way, innovative capability influence sustained competitive advantage directly. Therefore, we suggest that an enterprise needs to develop its organizational culture of entrepreneurship and the two kinds of capabilities, marketing and innovation, hopefully to enhance its sustained competitive advantage. </span></span></p>

Green Innovation in Energy: Product, Process and Business Innovation Gains for Competitive Advantage

2009 ◽  
Vol 1170 ◽  
Author(s):  
Shiva S Hullavarad ◽  
NILIMA V HULLAVARAD ◽  
PING LAN
Keyword(s):  
Competitive Advantage ◽  
Fossil Fuel ◽  
Energy Industry ◽  
Competitive Advantages ◽  
Green Innovation ◽  
Demand Growth ◽  
Energy Product ◽  
Track Record ◽  
Sustainable Competitive Advantages ◽  
Fossil Fuel Energy

AbstractThe paper addresses the �green innovation� in the non-fossil fuel energy industry. The objective of the study is to identify the changes in trends of non-fossil fuel energy industry demand, growth and opportunities. The study uses the databases such as patents, news events, income/financial statements to assess the company status and the track record of the industry. The research adopts the methodology of Innovation Radar (Sawhney, MIT Sloan Management Research, 2001) to assess the positioning of the dominant company and design in photovoltaic, geothermal and wind renewable energy industry. The study also summarizes the sustainable competitive advantages of some of the successful companies in the energy sector. This study correlates the gains in innovation tripartite (product, process, business) to the corporate competitive advantage. The companies selected in this study are based on the innovations brought to improve the product, process and business aspects and are evaluated in terms of market adaptability.

scholarly journals PENGARUH ORIENTASI KEWIRAUSAHAAN DAN ORIENTASI PASAR TERHADAP KINERJA PERUSAHAAN MELALUI KEUNGGULAN BERSAING DAN PERSEPSI KETIDAKPASTIAN LINGKUNGAN SEBAGAI PREDIKSI VARIABEL MODERASI (Survey pada UMKM Perdagangan di Kabupaten Kebumen)

2013 ◽  
Vol 12 (2) ◽  
Author(s):  
Harini Abrilia Setyawati
Keyword(s):  
Data Analysis ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Positive Impact ◽  
Quantitative Approach ◽  
Survey Method ◽  
And Performance

This research is done on the UMKM retail in Kebumen Regency, by the title “The influence of entrepreneurship and market orientation to performance by competitive advantage as mediation and it is moderated by the perception of environment uncertainty” The purpose of this research is testing the influence of entrepreneurship and market orientation to performance by competitive advantage as mediating and the perception of environment uncertainty as moderating variable. This research is quantitative approach using survey method. The number of respondents is 100 shop owners in Kebumen regency which is determined by using Slovin’s formula. Analysis’s device that used is “Partial Least Square” From the result of this research and data analysis can be concluded that entrepreneurship orientation gives positive impact to market orientation, entrepreneurship orientation gives positive impact to competitive advantage, market orientation does not influence to competitive advantage, entrepreneurship orientation does not influence to performance, market orientation does not influence to performance, competitive advantage does not influence to performance, entrepreneurship and market orientation does not affects to relation performance and competitive advantage and perception of environment uncertainty which does not moderating the relation of competitive advantage and performance.

The power of impossible

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexandre Asselineau ◽  
Gilles Grolleau
Keyword(s):  
Competitive Advantage ◽  
Mental Model ◽  
Design Methodology ◽  
Competitive Advantages ◽  
Content Type ◽  
Inappropriate Use ◽  
The World ◽  
Sustainable Competitive Advantages ◽  
Practical Implications ◽  
A Current

Purpose Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make the idea possible. Falling in love with any impossible target is obviously not without downsides. Design/methodology/approach This paper discusses conceptually how adopting an impossible thinking approach can help business to discover unexpected and valuable directions. Findings The authors caution managers on the inappropriate use of the “impossible” label that can be performative, activate a limiting mental model, lead to a self-fulfilling prophecy and deprive businesses from promising ideas. This paper proposes ways by which the power of impossible thinking can be harnessed to make a difference. Research limitations/implications Discarding impossible ideas seems perfectly justified from a logical or cultural viewpoint while constituting simultaneously a bad decision from a business viewpoint. The generalization of authors’ insight must be undertaken with caution, given that harnessing the power of impossible does not mean to fall in love with any impossible idea. Practical implications Learning to not neglect seemingly impossible options and sometimes to reveal them can lead to sustainable competitive advantages. Social implications While generating a competitive advantage for the concerned companies, implementing impossible ideas can also contribute to make the world a better place. Originality/value The authors identify some mechanisms that can make impossible thinking beneficial and profitable for companies. These insights can help managers to nurture an environment that facilitates the emergence of pathbreaking advances.

THE ANTECEDENTS OF DYNAMIC SERVICE INNOVATION CAPABILITIES: THE MODERATING ROLES OF MARKET DYNAMISM AND MARKET ORIENTATION

2019 ◽  
Vol 23 (07) ◽  
pp. 1950066
Author(s):  
WANN YIH WU ◽  
PHUOC THIEN NGUYEN
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Service Sector ◽  
Service Innovation ◽  
Competitive Advantages ◽  
Organisational Performance ◽  
Knowledge Resources ◽  
Home Shopping ◽  
Executive Managers ◽  
Survey Approach

Due to the dynamic changing environment, firms have to continuously promote novelty and variety. Particularly in the service sector, the concept of dynamic service innovation capability (DSIC) has created a lot of attention. Five major dimensions including sensing customer needs, sensing technological options, conceptualising ideas to practices, co-producing and orchestrating, and scaling and stretching, have been identified as some of the most important factors to win competitive advantages. However, empirical validations regarding the generalisability of DSIC constructs and its influences on service innovation, competitive advantage and organisational performance are still limited. Using a questionnaire survey approach, data were obtained from 258 respondents who are executive managers of convenient stores, supermarkets, home shopping, retailed, etc. The results concluded that learning orientation, knowledge resources and relationship-based assets are three of the major antecedents that can promote DSIC. Service innovation, competitive advantage, and organisational performance are the major consequences of DSIC. Furthermore, market dynamism and market orientation can serve as two of the moderators to strengthen the influences of DSIC on service innovation, competitive advantage and organisational performance.

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