scholarly journals Effects of Entrepreneurship, Organization Capability, Strategic Decision Making and Innovation toward the Competitive Advantage of SMEs Enterprises

2012 ◽  
Vol 2 (1) ◽  
Author(s):  
Boonthawan Wingwon
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making

The Evolution from E-Commerce to M-Commerce

2012 ◽  
Vol 8 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Esther Swilley ◽  
Charles F. Hofacker ◽  
Bruce T. Lamont
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Model Misspecification ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Firm Capabilities ◽  
Isomorphic Pressures

This study focuses on the isomorphic pressures and firm capabilities that affect strategic decision-making in organizations in the context of m-commerce. The authors take into consideration that the three isomorphic forces set forth by DiMaggio and Powell (1983), mimetic, coercive and normative pressures, work together to impact strategic decisions based on stakeholder influences. This study found that the effects of mimetic pressures seen in results of previous studies may be the result of model misspecification. Findings also indicate that firms want to leverage capabilities gained from e-commerce in the m-commerce wave in order to gain a competitive advantage in the marketplace

Unbundling dynamic capabilities in successful Asian-Pacific shipping companies

2017 ◽  
Vol 11 (2) ◽  
pp. 113-134 ◽  
Author(s):  
Andrejs Čirjevskis
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Illustrative Case ◽  
Competitive Advantages ◽  
Content Type ◽  
Asian Pacific ◽  
Micro Foundations

Purpose This paper aims to add to the understanding of dynamic capabilities (DC) as sources of competitive advantage of successful Asian-Pacific shipping companies by demonstrating that DC development unfolds in three steps, from recognition that the environment has changed, to the decision to deploy DC, to assets re-orchestration. Design/methodology/approach Based on an approach involving two illustrative case studies, the author analyzed DC development of Chinese and Singaporean-based shipping groups in depth. The analysis was centered on DC by investigating how strategic decision-making on vertical integration, diversification and implementation of new technologies can be underpinned by developing DC to create sustained advantages. Findings The author found that strategic components of DC are rooted in strategic decision-making to initiate changes on the corporate and even on an operational level. Research limitations/implications While capability development is thoroughly studied, capability erosion has not been integrated into the research. The exploration of human capital as a firm’s idiosyncratic resource in assets orchestration capabilities can be future work. Practical implications The proposed research contributes to the debate on micro foundations of DC and provides insights for practitioners striving for retaining competitive advantages. Social implications Regarding implications for the society, the research shows how the DC serve to generate competitive advantages. The author has presented a logical structure of the competitive advantage paradigm as a product of DC and business models that can be useful to decision makers. Originality/value The research offers insights into the composition of micro foundations of DC and demonstrates that DC can be unbounded into well-known and concrete strategic and operational management activities.

scholarly journals The Competitive Cohort: An Extension of Strategic Understanding

1970 ◽  
Vol 28 (2) ◽  
pp. 97-122
Author(s):  
Gerald Flint ◽  
David Van Fleet
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Strategic Group ◽  
Organizational Goals ◽  
Sustained Competitive Advantage

The use of referent others to establish the concept of competitive cohortsis presented as a way to extend the understanding of strategic decision making inorganizations. The competitive cohort concept does not replace other perspectivesof the firm, industry or strategic group definitions, strategy formulation, or decisionmaking, but rather, helps in understanding how organizational goals are establishedand performance is shaped and measured. The use of the competitive cohort conceptmay also give a new coherency in and view of the concepts of competitive advantageand sustained competitive advantage.

scholarly journals Competitive advantage and fuel efficiency in aviation

2011 ◽  
Vol 22 (2) ◽  
pp. 75-91
Author(s):  
Adam D Reiman ◽  
Alan W Johnson ◽  
William A Cunningham
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Fuel Efficiency ◽  
Efficiency Index ◽  
Strategic Decision ◽  
Aviation Industry ◽  
Strategic Decision Making ◽  
Effective Use

This paper builds upon a resource based view of competitive advantage under a dynamic capabilities construct. Fuel efficiency measurement in the aviation industry can be incorporated into dynamic capabilities such as strategic decision making and alliancing. These dynamic capabilities can drive operational cost reductions, which in-turn can enhance profitability and establish a competitive advantage. To further this advantage, fuel efficiency can be embedded inside an organizational culture. A fuel efficiency focused organizational culture can be a valuable, rare, inimitable and non- substitutable resource. This paper proposes a model to merge the dynamic capabilities of strategic decision making and alliancing with organizational culture under fuel efficiency. Under this model, a fuel efficiency index is introduced to drive behavior and provide accountability. Effective use of the index has profit potential.

Definition and Levels of Strategy

2020 ◽  
pp. 7-10
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Diverse Range ◽  
Sustainable Advantage ◽  
Challenges And Opportunities ◽  
Managerial Level ◽  
Corporate Level ◽  
Selection Of

This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent set of actions to deliver on the decisions so as to create sustainable advantage and superior returns over rivals. In this chapter we also distinguish between three key levels of strategy: (1) corporate-level strategy, which is concerned with the selection of business areas in which the company should compete and with the development and coordination of that portfolio of businesses; (2) business-level strategy, which is about developing and sustaining a competitive advantage for a business delivering an identifiable set of products and/or services; (3) managerial-level strategic decision-making, which is concerned with identifying and dealing with a diverse range of immediate strategic challenges and opportunities confronting a business.

Economic AI Literacy

2021 ◽  
pp. 135-152
Author(s):  
Dirk Nicolas Wagner
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Competitive Advantage ◽  
Business Models ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Information Goods ◽  
Economic Agents ◽  
Business Transformation ◽  
Economic Reasoning

This chapter introduces the concept of economic AI literacy as a source of competitive advantage in a world where artificial intelligence (AI) complements and transforms business models. The purpose of economic AI literacy is to allow for enhanced strategic decision making in firms that either offer and/or use AI. Data and information goods, economics of networks, and economic agents in artificially intelligent firms are introduced as basic elements of economic AI literacy. To illustrate application, the case of TensorFlow and related cases are presented. The discussion highlights the strategic relevance of economic reasoning in the light of the expected effects of AI on business transformation.

The Context for Strategic Decision-Making

2020 ◽  
pp. 11-15
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Firm Resources ◽  
Cost Leadership ◽  
Environmental Attributes ◽  
Corporate Level

Strategic management does not exist in a vacuum; strategic decisions are strongly influenced by, and often dependent on, certain organizational and environmental attributes. This chapter discusses the context for strategic decision-making, be it a managerial, business, or corporate level choice. First, a firm’s vision, mission, and values are defined and discussed. Second, the chapter unpacks firm resources, capabilities, core competencies, and activities. Finally, the nature of competitive advantage is elaborated, and three types of competitive advantage are distinguished: differentiation, cost leadership, and dual advantage. Overall the chapter provides foundational insight into the factors that make up the context for strategic decision-making.

scholarly journals PERANAN BUDAYA ORGANISASI, DIFERENSIASI DAN INOVASI TERHADAP SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (Studi Empiris Perum Pegadaian Syariah Se Malang Raya)

IQTISHODUNA ◽  
2016 ◽  
Vol 11 (2) ◽  
pp. 119-123
Author(s):  
Agung Budi Leksono ◽  
Agus Sucipto
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Causal Relationship ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sustainable Competitive Advantage ◽  
Innovation Research ◽  
Research Type ◽  
Multipleregression Analysis

The problem of this research is the development of pawning institution. It seems slowly developedand hardly to complete with other pawning institutions. Therefore, some factors causing this problem need tobe understood. Against this problem, the author feels necessary to examine some factors with important effecton Syariah pawning, such as differentiation, organizational culture, and innovation. Research type is explanatoryresearch, in which it explains the causal relationship between research variables through hypothesis testing.Population of research is manager with authority of strategic decision making in the syariah pawning institutionin Malang City. Sample is taken by census technique. Furthermore the data will be subjected to MultipleRegression Analysis. Result of research indicates that Differentiation, Organizational Culture, and Innovationinfluence sustainable competitive advantage. It may be concluded that higher level of Differentiation,Organizational Culture, and Innovation in the pawning institution can produce higher sustainable competitiveadvantage for pawning institutions in Malang.

scholarly journals QuantumIS: A Qualia Consciousness Awareness and Information Theory Quale Approach to Reducing Strategic Decision-Making Entropy

Entropy ◽  
2019 ◽  
Vol 21 (2) ◽  
pp. 125 ◽  
Author(s):  
James A. Rodger
Keyword(s):  
Decision Making ◽  
Information Theory ◽  
Information System ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Theory Approach ◽  
Management Support ◽  
Top Management Support

This paper investigates the underlying driving force in strategic decision-making. From a conceptual standpoint, few studies empirically studied the decision-maker’s intrinsic state composed of entropy and uncertainty. This study examines a mutual information theory approach integrated into a state of qualia complexity that minimizes exclusion and maximizes the interactions of the information system and its dynamic environment via logical metonymy, illusion, and epigenetics.; The article questions whether decision-makers at all levels of the organization are responding from the consciousness of an objective quale from a more subjective qualia awareness in the narrow-sense perspective of individual instances of their conscious experience. To quantify this research question, we explore several hypotheses revolving around strategic information system decisions. In this research, we posit that the eigenvalues of factor analysis along with the reduction in the uncertainty coefficients of the qualia entropy will be balanced by the quale enthalpy of our information theory structural equation model of trust, flexibility, expertise, top management support, and competitive advantage performance. We operationalize the integration of the aforementioned top management support, information systems competencies, and competitive advantage performance concepts into the qualia consciousness awareness and information theory quale framework.

MWEB: Growth strategy options for an internet service provider

2021 ◽  
pp. 1-25
Author(s):  
Rihana Hoosain ◽  
Geoff Bick ◽  
Mikael Samuelsson
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Growth Strategy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Internet ◽  
List Type ◽  
Teaching Case ◽  
The Impact

Subject area of the teaching case: The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class. Student level: This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students. Brief overview of the teaching case: MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business. Expected learning outcomes: To analyse the competitive landscape and the forces at play To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage To identify and analyse the key parameters that, in combination, represent a company's business model To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented To conduct an informal valuation to determine a purchase price for an acquisition target for the business

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