Attainment Of Competitive Advantage Research Articles

The development of a new SOFI model for performance management of medium-sized and large companies

Measurement and adequate performance management of a company represent an imperative regarding the attainment of competitive advantage in the market. This need is especially pronounced in medium-sized and large companies, which represent complex organizations and require the application of scientific principles for solving complex issues in practice. Therefore, the performance management process in medium-sized and large companies is singled out as the subject of the research. It is important to point out that the main concept of the paper is the macro aspect of the performance management process. The primary goal of the research is the development of a new model for performance management based on considering all important parameters of business operations of these companies on the territory of the Republic of Srpska. The research was conducted via combined methods – a multiple case study which implies four companies and a survey questionnaire. Through the analysis of many models in the literature, seven were singled out which were studied further. The main elements and conceptual bases of these models served as the basis for conducting research and creating a new model for performance management. The result of the published research represents “SOFI” model (strategic, organizational, financial and information–technological aspects), whose application contributes towards easier management by managers, as well as making correct management decisions in the conditions of uncertainty.

The Quest for Competitive Advantage: The Role of Technology Depth and Breadth at the Customer Interface

Technology is becoming pivotal for firms while interacting with customers. While extensive research exists on how deployment of firm resources, such as technology, leads to competitive advantage (CA), research on the interaction between technology-led firm capabilities deployed at firm customer interaction and CA is limited. We theorize regarding a more effective approach to manage technology by looking at the effects of firm technology resource and capability deployment by a firm in the context of managing different dimensions of TRU at the firm–customer interface. We do so by considering two firm capabilities, namely, technology resource breadth utilization (TRBU) and technology resource depth utilization (TRDU). We use low involvement purchase (LIP) customer purchase context during three customer purchase stages, namely, pre-purchase, purchase and post-purchase to provide structure to the logic. We then build arguments on the relationship between the level of deployment of TRDU and TRBU and attainment of CA under different conditions. We propose testable propositions between TRBU and TRDU levels with CA attained and posit different kinds of relationship like positive, negative and inverted U-shaped relationships having inflexion points to contribute to the theorization in this area.

Explicating the role of emerging technologies and firm capabilities towards attainment of competitive advantage in health insurance service firms

Competitive advantage of firms has been a dynamic notion evolving with changing business realities. Emerging technologies have entered the gamut of resources which firms need to actively forecast and manage for competitive advantage. This study explored the idea of competitive advantage in the context of health insurance firms and how emerging technologies can augment existing capabilities towards this goal. The critical nature of health insurance as a social necessity and the application of emerging technologies in healthcare justified the need to theoretically establish what competencies were required for health insurance firms for technology driven competitive advantage. A qualitative method using modified Delphi technique in sequential combination to 43 in-depth expert interviews was used to explicate the factors. Data was analyzed using both qualitative and quantitative content and thematic intensity analysis. Organizational people orientation and service delivery capabilities emerged as foundations of a contemporary competitive advantage framework for health insurance firms supported by technical expertise, knowledge management practices and product innovation strategies. Results indicated that management of emerging technologies exerted a gravitational effect on firm competencies to create a contemporary competitive advantage framework. This study enriched the knowledge on competitive advantage by integrating new day technological imperatives with traditional firm competencies.

This Thing Called Goodwill: The Reynolds Metals Company and Political Networking in Wartime America

This article examines the Reynolds Metals Company’s political networking activities in Washington, D.C., and the state capitals of the U.S. South in the 1940s and 1950s. It argues that Reynolds’ astute recruitment of senior staff from federal and state governments, its adept building of elite networks in the legislative and executive branches, its judicious espousing of key political rhetoric (antitrust, regional development, national security), as well as its nurturing of Democratic circles in the South were crucial to their attainment of competitive advantage. This saw the company rise from being a new entrant in the U.S. primary aluminum production during World War II to the second-largest national producer by 1946 and a major global player by the mid-1950s. This same political networking was critical in maintaining that advantage after World War II in the face of competition from the Aluminum Company of America and the Canadian multinational Aluminium Company of Canada. Both “wartime” (covering the period from World War II and into the Cold War) and the legacy of government intervention (from the early twentieth century until the 1960s, including the New Deal) provided a fertile context for RMC’s business strategy. The company’s success owed much to founder Richard S. Reynolds Sr.’s acumen in hiring the right people, creating or joining the right networks, having the right social capital, as well as his experiences and connections accrued from working with his uncle, the noted tobacco magnate R. J. Reynolds. The article offers insights into the nature of U.S. business–government relations.

Attainment of Competitive Advantage through ERP and Procurement

Attainment of Competitive Advantage through ERP and Procurement

Exploring Enterprise Social Systems & Organisational Change: Implementation in a Digital Age

Information systems (IS), since their introduction into organisations over five decades ago, have promised to streamline business processes, integrate disparate systems, increase innovation, and offer greater competitive advantage. Over the past decades, the evolution of Information Systems have mirrored many of the challenges experienced by our work organisations. For example, throughout the 1980s a primary concern for many organisations was the attainment of competitive advantage within their respective industries (Porter, 1980). The IS field responded by developing systems that sought to provide management with timely information to assist in making better strategic decisions, e.g. executive support and decision support systems. In the 1990s, organisations began to look inwards searching for key strategic resources that would yield unique core competencies (Barney, 1991). Similarly, the IS field responded by building highly integrative enterprise-wide systems (Davenport, 1998), which would unite every pillar of the organisation with a single transparent view of firm competencies and business processes, viz Enterprise Systems. The first decade of the 21st century continued in this vein, with organisations extending their global reach through new and innovative business models (Johnson et al, 2008). Similarly, IS have responded with the emergence of digital technologies and their continued growth as transformative organisational systems enabling boundary-less corporate structures, 24/7 real-time customer-centric communication, collaborative supply chain environments, and virtual IS infrastructures delivered via cloud computing.

Talent Management by Capacity Development of the Employees

The changing trends have clearly indicated that the transformation of management from regular routine recruitment process to focus towards intangible capital management. In knowledge oriented society human capital is a strategic resource in attainment of competitive advantage. Talent Management by capacity development of the employees is striking for numerous reasons as it is the best remedy to achieve the entire organizational goal with few employees who are the key players and best performers. The workforce development is necessary for upcoming challenges like again economy being hit by recession, Talent Management by capacity development of the employees makes it more enhanced wherein the worker’s potential grows manifold.Capacity development is a process of change and it is about managing transformations. People's capacities and institutional capacity and a society’s capacity change over time. My research basically focuses on the capacity development of the employee’s aspect by observational research method. Talent management is basically constituent of five elements such as attracting, selecting, engaging, developing and retaining employees and it is generally concerned with identifying the talent gaps, succession planning, retaining talented employees by variety of initiatives as well as implementing different strategies.

Balancing Differences and Similarities within The Global Economy: Towards A Collaborative Business Strategy

Abstract Collaborative business strategies have been increasingly employed by global companies as a more viable alternative to traditional scale and arbitrage economies. The way companies design and implement their global strategies is closely related to the globalization trends. It has been observed that the process of globalization has impacted the definition of contemporary business strategies. Contemporary business strategies are defined by global collaborative efforts, innovative business processes and potential to achieve competitive advantage at the supranational level. A paradigm shift has resulted in geographic expansion, different organizational structures and relations, and overall higher degree of variety and complexity of business activities. It is also shown that selection of the appropriate strategic choice also depends on regional and cultural factors, and therefore requires expertise and the ability to perceive differences and similarities in order to accomplish effective cross-cultural collaboration. Furthermore, close inter-cultural interaction is one of the crucial requirements for the development of innovative business strategies and attainment of competitive advantage in contemporary global markets.

Innovation Through Global Collaboration: A new Source of Competitive Advantage (A Study of Nigerian Breweries PLC)

Recent studies on innovation portray traditional approaches to innovation, wherein firms focus solely on their centralized Research and Development team in their pursuit and creation of innovation, as fast becoming outdated; bringing about the need to rethink the way firms managed innovation. This study was motivated by the need to understand the strategies and practices used by firms that have achieved greater success in their collaborative innovative efforts, and how this gave them a competitive advantage, using Nigerian Breweries Plc., as a case study. The research objectives are to: ascertain ways of measuring and developing innovation capabilities for business growth; provide an insight into the concept of global innovative collaboration and how it leads to organizational efficiency; and find out how an effective collaborative network can enhance innovativeness as a springboard for attaining competitive advantage. The research design adopted was the survey method. Primary data were collected using the questionnaire; our hypotheses were tested using the Chi-square, and our respondents comprise of the Management staff, and other category of workers at Nigerian Breweries Plc., which resulted in the following findings: that Nigerian Breweries Plc. was able to achieve efficiency and an immense growth in business by developing adequate collaborative innovative capabilities which have positive impact on the competitive advantage of the organisation. Therefore, the effective collaborative innovative network is the springboard of Nigerian Breweries Plc.’s attainment of competitive advantage; and a corporate collaborative innovation environment helps reinforce and amplify employee morale, build leadership and career opportunities by helping employees work better together. It was concluded that, collaborative innovation is an effective and efficient way to achieve competitive advantage. It is recommended that organisations should, critically assess their collaborative innovation strategies alongside those of other players in preparing for collaboration, tactfully address the issue of trust, focus on efficient use of firm’s resources, and continually foster an organisational climate that promotes the processes of collaborative innovation.

Organizational learning in construction supply chains

PurposeLearning within the supply chain is widely considered to provide the basis for enhanced competitive advantage. The purpose of this paper is to explore the theory and current practice of organizational learning in UK construction supply chains.Design/methodology/approachA qualitative research strategy is followed for this exploration of supply chain management and organizational learning. Research enquiry draws on semi‐structured interviews with key construction supply chain stakeholders. The semi‐structure interviews are recorded, transcribed and analysed via qualitative data analysis software.FindingsCareful examination of the transcripts reveal that whilst supply chain management practice in construction is limited, key schools of organizational learning are similarly underdeveloped. Findings disclose construction supply chain organizations routinely employ learning strategies that are best described as reactionary and interventionist.Research limitations/implicationsResearch was limited to the UK construction industry and represents the assessment and evaluation of construction clients and first‐tier supply chain members working within construction framework agreements. The perspectives of construction SMEs were out with the data set.Practical implicationsUnderdeveloped organizational learning practices within supply chains present a significant barrier to the development and diffusion of supply chain management theory and practice in construction. In practical terms, the attainment of competitive advantage and the development of competing supply chain in construction would be extremely limited.Originality/valueConnecting organizational learning to the development and diffusion of supply chain management has been largely overlooked within the construction management literature. The research makes two notable contributions. First, the adaptation of a pragmatic and holistic organizational learning framework for the appraisal of learning strategies and second an evaluation of organizational learning in construction supply chains.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Organizational learning, innovation, and performance in KIBS

AbstractThere is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

Tacit Knowledge as Competitive Advantage in Relationship Marketing: A Literature Review and Theoretical Implications

An increasing interest in relationship marketing (RM) has occurred recently. RM has been presented as a strategic response to firms in the attainment of competitive advantages through the creation of interdependence, trust, and commitment between the firm and the customer. RM is important for firms in general and for service firms, particularly those characterized by high interpersonal contact, in which the service is inherently more relational. Tacit knowledge of employees as a result of interactions could allow a firm to obtain and maintain customer satisfaction in visits or/and subsequent uses. In this research we discuss a set of theoretical implications for service firms in which different relationships between tacit knowledge and the elements of RM are shown. In addition we argue that tacit knowledge should be seen as a source of sustainable competitive advantage in RM.

A New Paradigm for Indian Supermarket Retailers Based on Customer-Centric Strategic Approach

Supermarket retailers in India admist fierce competition and the only way out is through the attainment of competitive advantage. Strategy is the route to attain competitive advantage that could facilitate firms attain superior performance. The objective of this paper is to develop a conceptual framework on customer-centric retail strategy, to facilitate supermarket retailers in India attain competitive advantage. The paper draws heavily from existing literature on retail strategies and competitive advantage in order to ascertain the most effective customer-centric strategies. Adding strength to the research is the result derived from interviews of supermarket managers and customers; and also the results of pilot study. The work involves identification of constructs and research hypothesis for the proposed framework. The framework contributes to literature by emphasizing on not just effective customer-centric strategies but also, on specific performance outcomes that supermarket retailers could be enjoying riding on these strategies. A new dimension to attainment of competitive advantage and superior performance has definitely been recognized by this research effort. Supermarket retailers in India can be certain of attaining competitive advantage by riding on the proposed strategies.

A Conceptual Framework for Customer-Centric Strategic Approach for Competitive Advantage with Specific Reference to Super Market Retailers in India

Supermarket retailers in India are amidst of fierce competition from not just their Indian counterparts but also strong foreign players. The only way out for survival is through attainment of competitive advantage. Though competitive advantage has always been at the heart of firms operating in the increasingly competitive retail environment, the concept of competitive-centric retail strategy is slowly losing ground in terms of its effectiveness in enabling Indian supermarket retailers attain competitive advantage. In view of the same, this paper attempts to device a conceptual framework on customer-centric retail strategy for enabling supermarket retailers attain competitive advantage. The influence of intervening variables that have added to the need for attaining competitive advantage have been considered and the performance outcomes of employing the customer-centric strategy have also been detailed in this paper.

Cómo los cambios en el comportamiento del consumidor y la distribuciónafectan a la competencia de los productores y procesadores de alimentos

<div data-canvas-width="355.9669696221378">This paper analyses the changing competence requirements which members of the food chain face in their pursuit of competitive advantage. Two groups of trends serve as point of departure: more dynamic and heterogeneous consumer demands, which can be analysed in terms of consumer demands for sensory, health, process and convenience qualities, and changing roles for retailers in the food chain. Based on these trends, it is argued that competencies which can increase producers’level of market orientation get increased weight in the attainment of competitive advantage, and three types of competencies are singled out as especially important: consumer understanding, relationship management, and new product development. The development of market-related competencies aimed at exploiting trends in consumer behaviour and retailing will also entail changing forms of cooperation among members of the value chain, which favour both new ways of adding value but also new ways of matching consumer heterogeneity with heterogeneity in agricultural raw materials.</div>

Predictive business – fresh initiative or old wine in a new bottle

PurposeThe purpose of this paper is to present a conceptual analysis of the theoretical and managerial bases and objectives of predictive business. Predictive business refers to operational decision‐making and the development of business processes on the basis of business event analysis. It supports the early recognition of business opportunities and threats, better customer intimacy and agile reaction to changes in business environment. An underlying rationale for predictive business is the attainment of competitive advantage through better management of information and knowledge.Design/methodology/approachThe approach to this article is conceptual and theoretical. The literature‐based discussion and analysis combines the perspectives of business performance management, business intelligence, and knowledge management to provide a new model of thinking and operation.FindingsFor a company predictive business is simultaneously a practical challenge and an epistemic one. It is a practical challenge because predictive business presupposes a change in the company's modes of operation. It is also an epistemic challenge, since it concerns the company's ability to find appropriate balance between knowledge exploitation and knowledge exploration.Research limitations/implicationsFurther research should be carried out on the functionality of practical applications as well as the attitudinal and technical preparedness of companies to adopt a new mode of operation. As a subject of investigation, the world of business events offer interesting methodological possibilities, since the basis of the work is the gathering and analysis of large quantities of information on operational activities.Originality/valueThere has been little research concerning business events in knowledge management context. This article presents a theoretically founded basis for predictive business, combining the concept of analysing business events with previous research in the field of knowledge management.

Attaining competitive advantage through effective Supply Chain Management of SMEs

The inter organizational approach where relational elements are incorporated in the analysis of Supply Chain Management (SCM) of Small Medium Enterprises (SMEs) is adopted in this study. This is in line with the study's main intention of assessing the determinants or drivers for effective SCM of small businesses and their impact on the attainment of competitive advantage. The findings suggest an interesting perspective on SCM and distribution channel functions among SMEs where elements of information sharing cooperation and integration are linked to competitive advantage. The correlation amongst the three independent variables of cooperation, information sharing and integration with competitive advantage are all significant, depicting the relevancy for SMEs to focus on these relational elements. The highest correlation is noted between information sharing and integration and this definitely makes sense as SMEs strive to integrate their functions that are moving towards the attainment of common goals. Thus, the more integrated the functions amongst supply chain and distribution partners, the more likely that information would be shared amongst them. However, it is interesting to note that the predictive ability of the relational elements of cooperation, information sharing and integration on competitive advantage is not supported through the regression analysis. In other words, the existence of cooperation, information sharing and integration amongst supply chain and distribution channel members do not necessarily predict that competitive advantage will be attained. There are perhaps other factors that should be considered besides relational elements that influence competitive advantage.

APLICAÇÃO DOS CONCEITOS DE REDES INTERORGANIZACIONAIS NO SETOR VAREJISTA: UMA PROPOSTA DE APLICAÇÃO DOS CONCEITOS DE BROKERS E OPERADORES LOGÍSTICOS EM EMPRESAS DISTRIBUIDORAS DE ALIMENTOS

Uma das principais práticas adotadas pelas organizações no atual ambiente de negócios e de gestão tem sido a aplicação dos princípios de redes, baseado nos conceitos da parceria, da associação e da cooperação. As experiências desse novo tipo de práticas organizacionais têm sido bem sucedidas em diversos setores econômicos, criando melhores condições para a obtenção de vantagens competitivas. Neste trabalho, é feito um estudo para verificação da possibilidade de aplicação desses conceitos varejista, dentro das novas perspectivas do gerenciamento de suprimentos e da logística. Neste sentido, o trabalho faz um diagnóstico do setor varejista, verificando as possibilidades da aplicação dos princípios de redes numa empresa atuante junto ao setor de representação e distribuição de alimentos, a partir de um processo de mudança estratégica, propondo um modelo organizacional baseado nos conceitos de brokers e operador logístico, os quais substituem e / ou incorporam os diversos agentes envolvidos com a distribuição de alimentos, quais sejam: o representante comercial, o distribuidor e o atacadista. Palavras-chaves: competitividade, redes organizacionais, cadeia de suprimentos.

Scanning dynamic competitive landscapes: a market‐based and resource‐based framework

AbstractHeterogeneity among rivals implies that each firm faces a unique competitive set, despite overlapping market domains. This suggests the utility of a firm‐level approach to competitor identification and analysis, particularly under dynamic environmental conditions. We take such an approach in developing a market‐based and resource‐based framework for scanning complex competitive fields. By facilitating a search for functional similarities among products and resources, the framework reveals relevant commonalities in an otherwise heterogeneous competitive set. Beyond its practical contribution, the paper also advances resource‐based theory as a theory of competitive advantage. Most notably, we show that resource substitution conditions not only the sustainability of a competitive advantage, but the attainment of competitive advantage as well. With equifinality among resources of different types, the rareness condition for even temporary competitive advantage must include resource substitutes. It is not rareness in terms of resource type that matters, but rareness in terms of resource functionality. Copyright © 2003 John Wiley & Sons, Ltd.