Competitive Advantage Of Firms Research Articles

Dynamic capabilities of logistics service providers: antecedents and performance implications

PurposeDynamic capabilities (DC) have been linked to firm competitive advantage, but the ways in which firms can create and build these DC are still not clear. The purpose of this paper is to propose a model with organizational learning (OL) and supply chain orientation (SCO) as antecedents of dynamic logistics capabilities and firm performance as the outcome. The study tests this model on a sample of logistics service firms.Design/methodology/approachPartial least squares structural equation modeling was used to analyze the data collected from 103 logistics firms drawn from the Chartered Institute of Logistics and Transportation of Hong Kong.FindingsResults show that OL directly enhances DC and indirectly through SCO. The relationship between OL and SCO is stronger than the relationship between OL and DC. DC are positively related to logistics firm performance.Research limitations/implicationsThe study relied on perceptual and self-reported data from senior management. Relationships among variables may also be inflated by common method variance but efforts were taken to reduce this threat.Practical implicationsLogistics firms should promote a learning culture in the organization. Organization learning enhances a firm’s willingness to change and innovate. It also helps employees to gain a better understanding of clients’ supply chains and possibilities. SCO helps the firm to direct its reconfiguration and renewal efforts where the returns are the highest.Originality/valueThere is scant empirical research on the antecedents of DC outside of manufacturing and knowledge-intensive services. The study focused on the logistics services industry. SCO, a necessary strategic orientation for firms in the supply chain, has not been empirically investigated in the previous research. This study addressed these gaps in the literature and contributes to the understanding of the factors giving rise to DC.

Corporate social responsibility and competitive advantage: A developing country perspective

Corporate social responsibility (CSR) has attracted wider research interests over recent decades. While some studies have examined the impact of CSR activities on firm competitive advantage (CA), the findings so far remain contradictory. Moreover, the role of export orientation, firm strategy, and structure on the association between CSR and CA has not been explicitly examined. Thus, the purpose of this study is to examine the moderating role of export orientation, firm strategy, structure, and firm size on the association between CSR and CA. Using a sample of 179 responses from management staff in organizations across five sectors in a developing country context of Ghana, the study found positive effects of CSR on CA. The study contributes to the resource‐based view (RBV) scholarship by confirming the important complementary effect of export orientation and organizational structure as important resources and capabilities on the CSR–competitiveness relationship. However, no evidence of a moderating effect of firm strategy, or firm size on the CSR–CA relationship was found. These findings are instructive, impactful, and enrich the existing literature on CSR and strategy. Implications for theory and practice are also discussed.

Producer’s Self-Declared Wind Energy ECO-Labeling Consequences on the Market: A Canadian Case Study

The demand for environmental labels is increasingly becoming important for consumers to differentiate products and to make an informed choice. This study reports the findings of a business case study in Nova Scotia (Canada) that demonstrates how renewable wind energy and wind labeling can extend the competitive advantage of a producer. By using qualitative case study techniques, the study generates evidence which suggests on the firm level that wind energy and labelling influences competitive advantage of firms, can dictate a premium price, can differentiate products, yet achieve a low-cost advantage. Wind labels also have the potential to drive the supply chain’s environmental value to the consumer as the end user by requiring the distribution chain to follow good environmental practices. On the consumer level, in terms of label information, whereby product qualities cannot be evaluated by a search prior to purchase or by experience after purchase, eco-friendliness of the product can take predominance. Not all consumers will buy eco-friendly eggs; instead, there are other factors that drive consumers, such as their opinions towards wind technology, consumer psychographics, personality, and other behavioural determinants and, hence, attract a strong niche market. Finally, for the trust in labels, though the producer does not have third party accreditation, the labels work for them, through the means-end chain analysis where egoistic and altruistic intentions persuade environmental behaviour. As such, this study highlights the probability that in principle, there appears to be an opportunity for wind labelling to be successful; in practice, wind labelling is bound to attract a particular niche market through differentiation strategies.

Green Intellectual Capital and Firm Competitive Advantage: Evidence from Malaysian Manufacturing Firms

The purpose of this study is to investigate the relationship between green intellectual capital and firms’ competitive advantage in Malaysia. More specifically this study examines the impact of four dimensions of green intellectual capital; green human capital, green innovation capital, green organisational capital and green relational capital on firms’ competitive advantage. Using survey as a method to collect data from 224 managers of manufacturing firms in Malaysia, the result shows that green intellectual capital and its dimensions, specifically the green innovation capital, green organizational capital and green relational capital have significant and positive relationship with firms’ competitive advantage. Overall, the findings highlight the importance of green intellectual capital as a valuable business resource which in turn enhances firm performance and competitiveness.

Reducing Costs in Manufacturing Firms by Using Target Costing Technique

The main study purpose is to explore: 1) whether the use of traditional methods leads to higher costs; 2) whether the use of target costing technique leads to lowering costs and increasing the profit margin of the firm. This paper is based on case study data, collected at one manufacturing firm (furniture). Target costing is a relatively simple technique and easy to understand and apply, although it has a significant impact on the profitability and competitive advantage of firms. The major study results include the following: 1) cost-based pricing in the factory leads to higher prices and an inability to compete; 2) the application of the target costing technique led to achieving a reduction in costs to the target reduction using tear-down analysis and value engineering. Moreover, it is also possible to confront local and foreign competition in a clear and orderly manner. The study also concluded that this technique has succeeded in lowering costs when applied in the factory (the study sample).

Cultural diversity as a competitive tool: trust and knowledge sharing from a Malaysian perspective

A recent race-relations study found that contrary to government claims, racism ran deep among the ethnic groups in Malaysia (Merdeka Center for Opinion Research, 2015). Diversity training is not viewed as a trust-building competitive tool. In this paper, we argue that diversity training, shared values, and cultural collectivism influence intra-organisation trust within multi-national corporations operating in Malaysia. From an economic perspective, shared values and diversity awareness induced trust can arguably result in the positive spillover of knowledge-sharing. Studies in knowledge-based view of the firm show that strategic use of knowledge-sharing creates organisational value and is catalytic to a firm's competitive advantage (Fey and Furu, 2008; Wang and Noe, 2010). This paper highlights both the challenges facing Malaysian MNEs and the latent opportunities for improved collaboration, innovation, and firm performance through diversity and trust.

Customer delight: An antecedent of brand loyalty in online shopping

The relationship of Brand Loyalty with customer delight have always been concentrated upon due to the changing buying patterns as different brands come into the market. Customer satisfaction is the best indicator of customer making purchase in the future which helps the firm gain competitive advantage and increase market share. In order to gain competitive advantage marketers are not only concentrating on satisfying their customers but taking a step ahead in delighting or ecstasies their customers by providing something in addition of what is expected. In addition, long term relationships with customers often means a greater resulting profitability as their economic positions improve over time. Providing satisfactory service most of the time and delightful service in the right moment is often enough for any company to make their brand and service stand out in customers mind. Satisfaction has also been linked with purchase intentions. Customers purchase a brand which they feel will make the most of their satisfaction; therefore they are more likely to purchase it, if their expectations of a particular brand are high. In this study, total 200 customers were selected from Indore city. The result indicated that there is a relationship between customers delight and brand loyalty.

The impact of Overall service quality on Perceived value, Customer Satisfaction and Customer Retention: The case of Vodafone Egypt

Abstract The present study examines the relationships between service quality, perceived value, customer satisfaction, and customer retention empirically in the telecommunication sector in Egypt, as based on a survey of the consumers of Vodafone Company in Egypt. The research findings provide evidences to suggest that overall service quality have the positive effect on perceived value, customer satisfaction and customer retention moreover, perceived value mediates the relationship between overall service quality and customer retention .Moreover customer satisfaction has not been mediates the relationship between overall service quality and customer retention. This is in addition to address that perceived value will mediates the relationship between the overall service quality and customer retention. The overall service quality will provide greater importance, which will then lead building sustainable competitive advantage. Service quality conditions influences a firms competitive advantage by retaining customer. Finally, based on the research findings it could be argued that organizations are required to consider the relationship between overall service quality, perceived value, customer satisfaction and customer retention in the formulation, Developing and maintaining of their retention strategies.

SUMBERDAYA PENDORONG KEUNGGULAN BERSAING PERUSAHAAN

AbstractUnderstanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicator of the potential of firm resources to generate sustained competitive advantage- value, rareness, imitability, and substitutability- are discussed.Keywords: resources based view, kompetensi, sumberdaya

Ouverture de ‘The 4th Industrial Revolution. Business Model Innovation & Global Competition’

The 4th Industrial Revolution is expected to lead to a paradigm shift in business, with strong effects on manufacturing and service processes, and consequent competitive advantages for firms, industries, and regional/national systems. Such effects will manifest in the disruption of traditional incumbents and the re-organization of production processes where information and communication technologies, artificial intelligence, and operational technologies enable smart, self-organizing distribution systems in factories

The relationship between innovation culture and innovation outcomes: exploring the effects of sustainability orientation and firm size

Being sustainability‐oriented has become a key strategy for many firms. Equally, innovation culture and innovation outcomes have long been recognized as important contributors to the growth of firms. However, the literature on sustainability and innovation provides limited understanding of the important relationship between sustainability orientation, innovation culture and innovation outcomes. Given that large firms and small firms differ in building and employing their strategic assets, firm size matters in understanding the relationship. Through the lens of resource‐based view, we develop a theoretical model embedding the four components and test it using data from a global survey: the 2012 Comparative Performance Assessment Study. Our research contributes to sustainability literature and innovation theory by providing an integrated framework to explicate the mechanism through which the innovation culture of the firm impacts on innovative performance through the sustainability orientation of the firm. The findings advance our understanding of the extent to which sustainable orientation can explain the relationship between innovation culture and innovation outcomes. Our evidence shows that the innovation culture of a firm facilitates the sustainability orientation of the firm and that the converse also applies. The research also contributes to our knowledge of the differences between large and small firms in leveraging their strategic assets in terms of innovation culture and sustainability orientation to facilitate superior innovation outcomes. Although firm size moderates the relationship between innovation culture and innovation outcomes, the research shows that this no longer holds when sustainability orientation is included in the relationship. A strong sustainability orientation can be a competitive advantage for firms in the R&D Management delivery of superior innovation outcomes.

Process Innovation in the Pharmaceutical Industry

Problem definition: Process innovation is commonly claimed to be a major source of competitive advantage for firms. Despite this perceived influence it has received substantially less attention than product innovation and much uncertainty remains about its true association with firm performance. We investigate the relationship between a pharmaceutical manufacturing firm's process-innovation portfolio and its economic performance. Academic/Practical relevance: Our study uniquely conducts a multi-dimensional evaluation of a firm's portfolio of process innovations at the product level. This allows a quantitative evaluation of both the relative benefit of the different dimensions of a portfolio as well as the potential complementarities between these. Methodology: Through a collaboration with expert patent attorneys we develop a unique longitudinal dataset that combines secondary data and evaluations of a firm's portfolio of process patents along three key dimensions: novelty, scope, and locus. We conduct econometric analyses for a large-scale sample of drugs open to competition from generics, where process innovation is the main source of competitive advantage. Results: We find a positive association between overall process innovation and firm performance. When differentiating between dimensions of process innovation, results further suggest that high novelty is beneficial, and complemented by a broad scope, but only for patents applying to the later phase of the pharmaceutical manufacturing process. Managerial Implications: Our results provide important practical insights that can inform process-related R&D investments in the pharmaceutical sector. In particular, it may not be economically beneficial to invest in high-novelty process innovations in early production stages, which are characterized by numerous opportunities to innovate with potentially higher but less predictable economic payoffs. On the other hand, at later stages of the production process, where the opportunities to innovate are less numerous with potentially lower but more predictable economic payoffs, portfolios that are jointly characterized by high novelty and high scope could be more valuable.

The interplay between CEO-TMT exchange level and differentiation: Implications for firm competitive behaviors and performance

The study examines the interplay between CEO-TMT exchange level and differentiation as well as its implications for firm competitive behaviors and performance. The results based on a set of primary and secondary data collected from Taiwan indicate that CEO-TMT exchange level exerts a positive effect on competitive propensity, which in turn advances firm performance. Nonetheless, the direct effect of CEO-TMT exchange level and the mediating effect of competitive propensity are diminished under a high-level CEO-TMT exchange differentiation, as revealed in the moderated-mediation analyses. Our study contributes to the upper-echelons and competitive dynamics theories by identifying the paradoxical dynamics between the emergence and divergence of CEO-TMT exchange, and its contrasting effects on firm competitive initiatives and differential advantage. We also add value to the leader-member exchange (LMX) theory by extending its implications from prior attitudinal or behavioral concerns in workplace team contexts to a firm's strategic decisions in top decision-making body.

Specific Reputation & Organizational Performance: Comparing Overall and Employer Reputation

Abstract. Corporate reputation scholars largely agree that reputation is an asset related to the competitive advantage of firms. However, there is far from universal agreement about whether corpora...

Impact of information technology on innovation in determining firm performance

The aim of this study is to investigate the strategic relevance of Information Technology (IT). The study used resource-based theory to test if IT was a competitive resource, by examining the role it played between the constructs of innovation capability and firm performance. A cross-sectional study was conducted amongst 292 employees at the Hillside Aluminium Smelter in Richards Bay, South Africa. The results showed that a statistically strong positive relationship exists between innovation and firm performance (r = 0.616, p < 0.01). The results showed a moderate and statistically significant relationship between IT Capability and Innovation Capability (r = 0.563, p < 0.01). A favourable result for the moderator variable (p < 0.01) was found; however, the Innovation Capability as the independent variable showed an unfavourable result (p = 0.579). Multiple regression analysis showed that the model proved to be statistically significant (p < 0.01). It is therefore recommended that the drive for innovation as a key determinant of future firm competitive advantage must factor in technological capability, specifically information technology. Through the careful selection of IT resources and skills, IT capabilities displaying VRIN characteristics can be achieved, resulting in IT as a strategic resource.

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs.&#x0D; Keywords&#x0D; SMEs, KPIs , Performance appraisal&#x0D; References&#x0D; Ahmad, M. M., &amp; Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., &amp; Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management &amp; Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., &amp; Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., &amp; Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., &amp; Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., &amp; Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., &amp; Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế &amp; phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley &amp; Sons.Rodriguez, R. R., Saiz, J. J. A., &amp; Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., &amp; Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., &amp; Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., &amp; Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.&#x0D;

Ouverture de ‘The 4th Industrial Revolution. Business Model Innovation &amp; Global Competition’

The 4th Industrial Revolution is expected to lead to a paradigm shift in business, with strong effects on manufacturing and service processes, and consequent competitive advantages for firms, industries, and regional/national systems. Such effects will manifest in the disruption of traditional incumbents and the re-organization of production processes where information and communication technologies, artificial intelligence, and operational technologies enable smart, self-organizing distribution systems in factories

Dissecting the sources of competitive advantage of infant MNEs: performance antecedents of foreign affiliates of Polish firms

This paper draws from the resource-based view, organisational learning perspective and institution-based view of international business to explore the effects of firm capabilities and international experience on the performance of foreign affiliates of infant MNEs. In doing so, it aims to contribute to the debate on the competitive advantage of firms from less advanced economies which have only recently joined international business transactions. Moreover, the analysis includes the moderating effect of institutional differences, i.e. both more and less institutionally advanced host countries. The analysis reveals that managerial capabilities are more relevant to success in more advanced economies than in less advanced ones where non-market strategies are frequently the source of advantage of infant MNEs. Moreover, in more advanced markets overall FDI experience is essential to successfully starting up operations, to a larger extent than in less developed countries. An opposite effect can be observed for prior experience with similar countries.

Модели управления киберфизическими организациями как стратегические конкурентные компетенции национальных экономик

The transformation of science in one of the leading productive forces of industrialized countries in the second half of the 20th century under the influence of deployment of scientific-technical revolution objectively gave impulse to the development of production automation and informatization of modern industrial economies. As a result, complexes of service industries have been developing in the economies of the industrialized countries. Science-intensive services and high-end technologies started developing in the structure of these complexes at the beginning of the XXI century. The fact that science-intensive services complexes have become leading branches of GNP of industrial countries has increased the role of intellectual innovative factors in competitive struggle. Science-intensive goods and services, intellectual property, complex intangible assets become special strategic competitive competencies (abilities) of business (firms), corporate, national economic systems in the competitive environment of the market economy. Models and systems of the management of economies are playing a key role among the present strategic competitive competencies in the mechanism of competitiveness of an enterprise, corporation, national and regional economies. Thus, the aim of the study is to extend the comprehension of digital economy as an economic system where technological restructuring develops competitive competences of cyber-physical organizations that create modern management models corresponding to competitiveness features in high-tech manufacturing. The research is based on the following methods: study and generalization, analysis and synthesis, system approach, combination of historical and logical approaches, methodological tools of management theory. The study has substantiated that the assimilation of cyber-physical technologies by organizations in industrial countries is accompanied by the competitiveness increase among the countries and companies for more profitable spheres of capital investment and impact, sales markets, technological resources. Moreover, the assimilation stimulates the transition to digital economy. The competitive struggle is accompanied by the relative decrease of importance of low natural competitive advantages and by the increased role of high innovation competitive ones. In its turn it demands the development of corresponding high innovation competitive advantages of firms, corporations, national economies considering cyber-physical technological restructuring. Innovation models of management systems of cyber-physical organizations become key factors among the high competitive advantages of countries and companies. Besides the studies devoted to perspectives and challenges of the transition to digital economy should consider breakthrough in new technologies and production types and should aim at dialectical interrelation of success of their development with corresponding modernization of systems of the organization and management of these technologies and productions taking into account competitive struggle. Keywords competitiveness, competitive advantages, strategic competitive competences, cyber-physical organizations, management models, digital economy, fourth industrial revolution, technological restructuring, high-tech manufacturing, digital economic system. Acknowledgements The study was financially supported by the RFFI in the framework of scientific project No. 18-001-00001 “Development of management model of cyber-physical organizations” and according to the public task of Federal Agency for Scientific Organizations to Institute of Economics of the Ural branch of the Russian Academy of Science for 2018.

Analysis of knowledge tacitness in the transfer of food and beverage practices: Evidence from new c

Knowledge is a valuable resource that can provide a firm competitive advantages. Food and beverage practices require the existence of knowledge to effectively perform the activities in this key department for many hotels. When hotel firms grow by integrating new hotels in the organizational structure, managers usually want to transfer the knowledge underlying the key practices. However, the transfer is affected by the level of knowledge tacitness, since this characteristic is considered to render the transfer more difficult. With data from 93 new chain hotels where FB the preferred method for F&B customer service is training courses, lectures and seminars. Moreover, the tacitness of knowledge about F&B customer service negatively affects the knowledge transfer process in several success dimensions.