Abstract
Abstract The goal of this paper is to help small and medium size enterprises (SMEs) to find operative competitive advantage. This paper introduces a new method which applies critical factor analysis, risk and opportunities analysis to measure and propose resource allocation for companies in couple of next years. this research shows Knowledge/Technology (K/T) Calculation effect on (Balanced) Critical Factor Index (CFIs) depending on the proportions allocated among the different technological levels (Basic, Core or Spearhead) for each attribute separately. Moreover it helps firms to take balance in resource allocation for each attribute in changing environments on the basis of different level of technology. This paper presents the ’first in the world’ case study on operative sustainable competitive advantage and corresponding risk levels by taking into account technology and knowledge effects for 7 SME companies
Highlights
The world is changing every day and this unstable situation influences on business in huge scale
The interviewees are normally decision makers and middle management groups in the case company, who understand the operations of the company, and the number of informants is dependent on the size of the case company
In only one case (E) Sustainable competitive advantages (SCA) risk level stays almost unchanged after adding Knowledge and Technology (K/T) factor and for the rest of cases consist of A,B, D and F risk level increased after adding K/T factors
Summary
The world is changing every day and this unstable situation influences on business in huge scale. Among this turbulent environment, operation strategy is one of the most essential tools which can helps manages to save their position or even get more share in global market. According to Si, Takala and Liu (2010),”The future competitiveness of manufacturing operations under dynamic and complex business situations relies on forward-thinking strategies”. Sustainable competitive advantages (SCA) notion was defined by Porter 1985 for the first time and it has evolved slowly from . In 1991, Barney completed it as: A firm is said to have a sustained competitive advantage when it is implementing a value creating strategy and when these other firms are unable to duplicate the benefits of this strategy”
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