Formation Of Competitive Strategy Research Articles

THE COMPETITIVE DETERMINANTS STRATEGY AND ITS IMPACT ON COMPETITIVE ADVANTAGE (STUDY OF SOLAR PANEL INDUSTRY IN INDONESIA)

Several studies have reviewed New-Renewable Energy management, but very few studies focus on the study of Competitive Strategies and Competitive Advantages in the business of Renewable Photovoltaic Energy production. This study tries to fill the gap of the literature. This study uses the Structural Equation Modelling approach to data collected through questionnaires. Observations were made on the Directors who work in the company that focus on the management of Renewable Energy Photovoltaic in Indonesia. The results show that the development of competitive strategy is not influenced by external factors of the company. External factors also have no effect on competitive advantage either directly or indirectly. However, Product innovation plays a role in the formation of competitive strategies, and indirectly influences competitive advantage of Renewable Energy management company in Indonesia.Keywords: Competitive Strategy, Competitive Advantage, Renewable energy managementJEL Classifications: L1, Q42DOI: https://doi.org/10.32479/irmm.8115

THE SUSTAINABILITY OF TOURISM COMPETITIVENESS IN TERNATE

This study aims to analyze the competitiveness of tourism sector in Ternate using three units of analysis, namely the sustainability of competitiveness, the determinant of competition strength and the formulation of sustainable competitive advantage strategy. Secondary data were collected through documentation, such as APBD data, infrastructure conditions, tourism objects, labor, industry of accommodation provider, and tourist numbers. Primary data were collected through interview to 159 respondents. The analysis and strategy formulation used combination of VRIOL, SFM and SWOT. This study found that the tourism sector in Ternate was in a competitive advantage position, but not sustained because its tourism resources did not have uniqueness and could be imitated by competitors. Factors determining tourism competition were the role of government, new areas that were beginning to develop the tourism sector, new tourist spot and tour operators. The strategies that could maintain the sustainability of tourism competitiveness in Ternate are differentiation, inovation, partnership, promotion and marketing system, service quality, and empowering.

Improvement of methodological principles of financial resources management of enterprises in economy of Ukraine

The object of research is the financial and economic relations that arise in the process of managing financial resources of enterprises in the conditions of the national economy of Ukraine. One of the most problematic places is the need to describe the link between a competitive strategies of enterprises based on managing their financial resources.In the process of studying financial resources as an object of financial management, methods of induction and deduction, analysis and synthesis were used. On the basis of interpretation, system and retrospective analysis, observation, comparison and graphic representation of the results of the research, the estimation of dynamics and structure of financial resources of enterprises of Ukraine was carried out. In substantiating the recommendations on improving the financial resources management system of the subjects of entrepreneurship of the national economy of Ukraine, systematic methods, complexity, logical modeling, were applied.The research results show that there are certain links in the formation of competitive strategies of enterprises based on the efficiency of the use of financial resources. Enterprises of the national economy of Ukraine should formulate appropriate competitive strategies to improve their financial performance in a changing economic environment. It is necessary to know and apply appropriate strategies concerning the efficiency of using financial resources of enterprises: corporate development, functional level, resources and determinants of measuring financial efficiency in different economic periods. The effectiveness of managing the financial resources of enterprises of the national economy of Ukraine contributes to the ability to resilience to the threats that exist in their economic environment, and to ensure the continuous success of the enterprise.Thanks to the successful implementation of the methodological principles of financial resources management, it is possible to:reflect the synthesis of tools for increasing the cost of the enterprise (financial management);provision of flow management of financial resources;formation of value for all participants in the market and society (marketing);identification of factors and reserves for the creation of value (financial analysis);formation of information for empirical testing of evaluation models (accounting).

AN ANALYSIS OF COMPETITIVE STRATEGIES EMPLOYED IN MICROFINANCE INSTITUTIONS: A CASE OF KENYA WOMEN FINANCE TRUST

Purpose: The study sought to examine competitive strategies employed in microfinance institutions using a case study of Kenya Women Finance TrustMethodology: The study adopted descriptive case study design. The sample size was thirty respondents from a target population of one hundred and one respondents. The research used both stratified random sampling and purposive sampling methods. The research study used questionnaires and interview schedules to collect data. Data was analyzed using Statistical Package for the Social Sciences (SPSS) version 20 and Microsoft Excel 2007.Results: The research findings indicated that KWFT used several competitive strategies so as to be at a competitive edge in the market, the majority being geographical expansion strategy, market and product development, improved marketing methods and differentiation strategy. The use of these competitive strategies in KWFT had several contributions such as the organization’s ability to be at competitive edge by being able to retain customers and also by achieving high profits for an organization. The various challenges that affected the use of competitive strategies included financial challenges and lack of skilled personnel to formulate and implement the competitive strategies.Unique contribution to theory, practice and policy: It recommended that KWFT should use more of differentiation strategy as this was mentioned as being the least used strategy. This is important because products are differentiated in ways that will appeal on a variety of customers and thus creating customer loyalty which will eventually lead to competitive advantage for KWFT. It was also recommended that KWFT should be able to retain those employees that have been involved in crafting competitive strategies in the organization. KWFT should also employ high skilled personnel especially in the field of competitive strategy, reserve finances for competitive strategy formulation and train employees on competitive strategies so as to counter the challenges that were identified in the study.

Social Media Brand Communities and Brand Loyalty

The dynamic, omnipresent, and frequent on-the-go consumer-brand interactions via social media platforms are significantly changing the branding landscape. A profound comprehension of this change is crucial in assessing brand loyalty. Considering the enormous fame of social media and inherent capabilities of brand communities, the purpose of this paper is to exhibit the contributory role of Social media brand communities (SMBC) towards brand loyalty. A Survey-based empirical study involving young consumers was conducted in the selected cities of Bangalore, Kolkata, and Pune. In contrast to prior works (Algesheimer et al., 2005; Laroche et al., 2012), the authors have incorporated Analytical Hierarchy Process (hereafter AHP) in the study to implement and validate new scales. The outcomes of AHP methodology found shared consciousness and social networking as the most-preferred component and activity respectively. These outcomes would assist brand managers in the optimized allocation of communication budget and formulation of competitive branding strategies to tackle intense competition.

Capabilities as components of competitive strategy in the Portuguese service sector

The resource–based view (RBV) of competitive strategy emphasises the importance of unique firm resources and associated capabilities to the formulation of competitive strategy. This cross–sectional study seeks to determine whether or not the pattern of usage of competitive methods related to marketing, information technology and flexibility in the Portuguese service sector aligns with the resource–based view. Fifteen service–related competitive methods are identified. Surveyed firms were asked to indicate the degree of relevance of these competitive methods to their competitive strategy. Exploratory factor analysis and structural equation modelling indicates that these methods represent four underlying strategy dimensions that reflect some of the dynamic capabilities suggested by the resource–based view. In addition, cluster analysis revealed that each of the responding firms could be classified into one of three capability orientations. Some implications of these findings for strategy development in the Portuguese service sector are discussed. Limitations of the study and areas for future research are also presented.

Адаптация гостиничных предприятий к изменениям в конкурентной среде

The paper presents a comprehensive study of the theoretical foundations of hotel enterprises’ adaptation in a competitive environment, including the formulated the concept of adaptation in terms of management. The paper also identifies and describes three aspects of the term "adaptation" in relation to objects of the hospitality industry. The author formulats the concept of adaptive competitive strategies of hotel companies, describes the basic competitive strategy options proposed by M. Porter: absolute cost leadership, differentiation, focus, which, according to the author, are potentially successful. These competitive strategies contribute to a sustainable position of a company in the industry for the long term and to achieve advantages over competitors. The author of the article reveals major shortcomings in the formation of competitive strategies of adaptation for hotel companies and suggests a model for the formation of adaptive competitive strategy facilities for the hospitality industry, which relies on the process approach, including the separation of the primary process into a series of sub-processes that have data inputs and outputs. The use of this model for the formation and adjustment of competitive strategies will allow hotel companies to develop effective adaptation competitive strategies to achieve sustainable and profitable position, enabling to resist to the pressures of the competitive forces that must and can determine the competition in the industry, to provide a rapid response to external hotel business changes and to implement responsive actions, and which also can help existing hotel companies to withdraw from the zone of instability and competitively operate in not always positive environmental conditions and to ensure a competitive advantage and long-term effectiveness of the hospitality market.

Competitive Strategy Formulation Through the Fields and Weapons of the Competition Model: Verification of Applicability and Adaptation for a Network of Gymnastics Academies

Porter and RBV theorists, although clearly expose their concepts of competitive strategy, does not clearly show how to employ them for the competitive business strategy formulation, which complicates the practical application. This motivated the authors of this article searching as other theorists circumvent this difficulty and found the fields and weapons of the competition model (CAC) developed by Contador, model that combines and integrates the concepts of Porter and RBV. The CAC, simultaneously analog and symbolic model, qualitative and quantitative, consistently structured and scientifically validated by many studies in companies, primordially serves to understand, explain and increase enterprise competitiveness. Contador epistemologically verified the adherence to reality to the companies of their concepts and constructs. To fill the gap of the aforementioned concepts, Contador proposed a process of formulating competitive strategy. As this process has been tested a few times, the authors decided to conduct the study reported herein, whose objective was verify if this process is sufficient for proposing competitive strategies that would increase the competitiveness of a network of gyms. Through an exploratory qualitative and quantitative research and based on Popperian hypothetical-deductive method, it was found the sufficiency of the process because all business strategies proposals were accepted by the principal owner of the gym and only 4.5% operational strategic actions suggested were not, which led to the acceptance of the hypothesis.

Formulação de Estratégia Competitiva pelo Modelo de Campos e Armas da Competição: Verificação da Aplicabilidade e Adequação a uma Rede de Academias de Ginástica

Porter and RBV theorists, although clearly expose their concepts of competitive strategy, does not clearly show how to employ them for the competitive business strategy formulation, which complicates the practical application. This motivated the authors of this article searching as other theorists circumvent this difficulty and found the fields and weapons of the competition model (CAC) developed by Contador, model that combines and integrates the concepts of Porter and RBV. The CAC, simultaneously analog and symbolic model, qualitative and quantitative, consistently structured and scientifically validated by many studies in companies, primordially serves to understand, explain and increase enterprise competitiveness. Contador epistemologically verified the adherence to reality to the companies of their concepts and constructs. To fill the gap of the aforementioned concepts, Contador proposed a process of formulating competitive strategy. As this process has been tested a few times, the authors decided to conduct the study reported herein, whose objective was verify if this process is sufficient for proposing competitive strategies that would increase the competitiveness of a network of gyms. Through an exploratory qualitative and quantitative research and based on Popperian hypothetical-deductive method, it was found the sufficiency of the process because all business strategies proposals were accepted by the principal owner of the gym and only 4.5% operational strategic actions suggested were not, which led to the acceptance of the hypothesis.

TQM, strategy, and performance: a firm‐level analysis

PurposeThe purpose is to examine the role of TQM in a strategy‐TQM‐performance model. More specifically, it seeks to investigate whether TQM has a driving role in the formation of strategy or has a mediating effect in the strategy‐performance relationship.Design/methodology/approachA survey was used to collect data. The instrument was assessed for its validity and reliability. Structural equation modelling was employed.FindingsTQM influences strategy formulation process and it is a dynamic resource that contributes to the achievement of a sustainable competitive advantage. In addition, soft TQM has a higher impact than hard TQM on competitive strategy formulation and on performance.Research limitations/implicationsThe model developed and tested can be enriching to the TQM, strategic management, and quality management fields. Future research is recommended to use methods other than self‐report questionnaires and to account for certain behavioral factors that can influence the relationships investigated in the study.Practical implicationsThe findings provide insights to the need to integrate TQM with the various stages of the strategy formulation process, with an emphasis on the soft elements of TQM, including customer satisfaction, management and leadership, and employee relations.Originality/valueDespite the remarkable contributions of existent research, there is a lack of substantive research that examines the relationship between the hard and soft components of TQM on one hand and the two types of competitive strategy – differentiation and cost leadership – on the other. This gap is filled by this study.

Managing the fit between the views of competitive strategy and the strategic role of service operations

Summary Previous research has verified the positive impact that internal strategic fit can have on business performance. However, many service organizations experience the difficulty of managing the fit between competitive and operations’ strategies. Inherent within the problem has been insufficient understanding of the substantive relationships between the dimensions of competitive and operations’ strategies. The purpose of this service-based business research was to investigate the characteristics of the competitive and operations’ strategies of a business in order to assess the degree of fit. Strategic profiling was used as the method to investigate the characteristics of the different relationships between competitive and operations’ strategies in 21 service businesses. The research results in the identification of a diverse range of organizational relationships developed by the adoption of different approaches to competitive strategy formulation and their consequences upon the strategic role of operations. The findings should be of particular interest to both strategic and operations managers as they detail a means of assessing the perceived level of strategic fit between the current competitive and operations’ strategies of a business. Such an assessment can facilitate the planning of interventions for its future improvement.

Competitive advantage analysis and strategy formulation of airport city development—The case of Taiwan

In the past decade, the focus of international airport development has shifted from a transportation hub towards a multi-functional aero metropolis. An airport city serves not only as an index of a country’s performance in development, but also plays the role as impetus of national industries and a gateway to economic globalization. Through literature review, secondary data analysis and interviews with focus groups and experts, this paper explores development features, operation strategies and competitive advantages of various airport cities in newly industrialized economies. This research also proposes a novel approach to strategy formulation, which utilizes the theory of competitive advantage of nations (a revised diamond model), SWOT analysis and strategy matching using the TOWS matrix and competitive benchmarking. The case study of Taoyuan International Airport illustrates the applicability of the proposed approach in systematic competitive analysis and strategy formulation of airport city development. The strategic planning put forward not only provides practical reference for systematic operation of related units, but also inspires a new research model and direction of study for airport city development.

Vantagens competitivas em clusters industriais: estudo de caso no setor cerâmico paulista

The article discusses the strategy process in the context of industrial clusters, focusing on the formulation of competitive and cooperative strategies in such clusters, as well as the competitive advantages that sustain those strategies. Emphasis is placed upon the linkages among the agents in the value chains of such firms. Initially, an updated review of the literature on industrial cluster dynamics is presented as a conceptual basis, which is complemented by exploratory research on a Brazilian ceramic cluster, using the case

Competitive advantage in the marketing of products within the enlarged European Union

PurposeThe purpose of this paper is to analyse competitive advantage in relation to the formulation of competitive product marketing strategies in European Union (EU) firms. It considers how it is possible to gain a competitive advantage through different product strategies.Design/methodology/approachThe analysis is based on 18 EU member States (14 founding States and four new States that joined in 2004). To investigate the range of strategies is used by EU companies in both old and new member States, cluster, discriminant analysis and multiple comparison procedures are used.FindingsThe results show some differences in strategies between old and new EU member companies. Although a balanced strategy is most widely used in both groups, companies from new member states are fond of a price and quality mix whereas companies from the old member states favour a quality and distribution mix.Research limitations/implicationsA larger pool of competitive elements could provide more in‐depth insights. Thus, further research could include different internal and external factors that influence the choice of strategy.Practical implicationsTo gain a more sustainable advantage in the new competitive milieu all EU member companies should be able to successfully integrate all marketing elements employed in the strategy.Originality/valueThis paper provides an insight into competitive strategies of EU member companies and a basis for monitoring the levels of competitiveness of member states and the competitive marketing practices of different companies within the EU.

How technologies support winning strategies and productivity

This article intends to contribute to a better understanding of the role that technologies may play within the fields of organizational operations, namely the formulation of competitive strategies. The aim of these considerations is to adopt an adequate and critical perspective of the relationships among different technologies and strategic efforts in order to recognize that information technologies are needed to obtain higher levels of understanding competitors’ movements and to enhance organizations’ performance. Moreover, by considering that information technologies are related extensively with strategic decisions, it attempts to provide useful insights on knowledge management and technologies effectiveness. Continued research relating information technology and technological networks to organizations’ performance is needed to explain management efficiency’s levels.

Competitive advantage and strategy formulation

Purpose – The aim of this paper is to promote the use of dynamic capabilities as a strategic tool of the highest order in terms of firm management.

Management control systems and strategy change in buyouts

The impact of management buy-outs (MBO) on strategy and management control systems (MCS) is little understood. Previous research by Jones (1992) focused on efficiency-enhancing buy-outs that were a feature of the early development of the market. However, MBOs are heterogeneous and more recent developments have involved ownership changes that stimulate entrepreneurial practices. The novel contribution of this paper is to use Simons' (1995) classification of beliefs systems, boundary systems, diagnostic and interactive control systems to extend Jones’ study to these newer forms of MBO. Within-case analysis and cross-case comparisons from four buyout firms are used to capture the interaction between management control systems and competitive strategy formulation, implementation and modification. This evidence supports arguments that buy-out managers undertake efforts in balancing the traditional feedback systems with the newer systems that stimulate opportunity seeking and learning. 5001-6182 Business 5546-5548.6 Office Organization and Management Library of Congress Classification (LCC) HD 28 Management M Business Administration and Business Economics M 10 L 2 Business Administration: general Firm Objectives, Organization and Behaviour Journal of Economic Literature (JEL) L 2 Firm Objectives, Organization and Behaviour 85 A Business General 100B 240 B Organization Theory (general) Information Systems Management European Business Schools Library Group (EBSLG) 270 L Management buy-outs Gemeenschappelijke Onderwerpsontsluiting (GOO) 85.00 Bedrijfskunde, Organisatiekunde: algemeen 85.05 85.08 Management organisatie: algemeen Organisatiesociologie, organisatiepsychologie Classification GOO 85.10 Strategisch management Bedrijfskunde / Bedrijfseconomie Organisatieleer, informatietechnologie, prestatiebeoordeling

Management control systems and strategy change in buyouts

The impact of management buy-outs (MBO) on strategy and management control systems (MCS) is little understood. Previous research by [Ace. Org. Soc. 17 (1992) 151] focused on efficiency-enhancing buy-outs that were a feature of the early development of the market. However, MBOs are heterogeneous and more recent developments have involved ownership changes that stimulate entrepreneurial practices. The novel contribution of this paper is to use Simons’ [Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal, Harvard Business School, Cambridge, MA, USA] classification of beliefs systems, boundary systems, diagnostic and interactive control systems to explore management control in these newer forms of MBO. Within-case analysis and cross-case comparisons from two buyout firms are used to capture the interaction between management control systems and competitive strategy formulation, implementation and modification. This evidence supports arguments that buy-out managers undertake efforts in balancing the traditional systems with the newer systems that stimulate opportunity-seeking and learning.

Competitive strategies and organizational performance in ship management

Ship management has been characterized by strong competition that resulted in structural changes in the industry, with the bigger companies merging or acquiring smaller ones in an effort to remain competitive. Competitiveness, however, may also be attained through the formulation and implementation of competitive business strategies that will improve performance. The aim of this paper has been to empirically examine the competitive strategy-performance relationship in the context of ship management companies. The findings suggest that there is a positive relationship between pursuing competitive strategies and company performance in ship management. Companies that apply competitive strategies are more likely to be high performers. The strongest influences on performance seem to be achieving economies of scale, differentiation (in particular through a wider range of services offered) and market-focus and competitor-analysis. It is suggested that high performers are more likely to pursue a combination of the generic strategies rather than pursuing one of the generic strategies in isolation.

How does knowledge management influence innovation and competitiveness?

Is concerned with human value management, examines the relationships between organizations’ competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this article attempts to provide useful insights on the linkages between innovation and competitiveness. These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model.