Level Of Competitive Advantage Research Articles

INFORMATION SYSTEM FOR DIAGNOSTIC COMPETITIVENESS OF THE HOSPITALITY INDUSTRY OF THE REGIONS OF UKRAINE

The purpose of this article is to study the main problems and prospects of ensuring the competitiveness of the hospitality industry of the regions of Ukraine in modern conditions, taking into account international experience in the context of deepening integration ties. The work carried out a diagnosis of the level of competitiveness of the hospitality industry of the regions of Ukraine, based on the developed information system of indicators for assessing the conditions of the competitiveness of the hospitality industry of the region and the formed matrix of the competitiveness of the hospitality industry of the region. A comparison was made of the conditions for ensuring competitiveness, the level of competitive advantages and the level of competitiveness of the hospitality industry of the regions of the state in the pre-war period, as well as the diagnosis of the competitiveness of the hospitality industry of the regions of the state was carried out. The positions of the regions in the pre-war and war periods in terms of the level of competitiveness and availability of tourism potential were determined. A matrix for the selection of target indicators of the integration strategy of regions of Ukraine that have preserved their tourist potential is proposed. The results of the study revealed the main problems of ensuring the competitiveness of the hospitality industry in the regions of Ukraine, and highlighted the potential prospects of the studied processes taking into account the conditions of European integration.

Strategy Development of Innovation Capability of Coffee SME Using Resource-based View Approach: Knowledge Sharing Perspective

The challenges of globalization in the SME sector are getting tougher. SMEs are required to innovate in order to be able to face the challenges of globalization. The purpose of this study is to identify the internal resources of Coffee SME to create innovation capabilities and to determine the effect of knowledge sharing on the innovation capabilities of Coffee SMEs in Garut Regency. This study uses the Mix Method. Qualitative method with Resource-Base View (RBV) approach based on knowledge sharing perspective. The quantitative method is implemented through distributing questionnaires. Data collected using a questionnaire were analyzed using a structural equation model - partial least squares (SEM-PLS). The unit of analysis is seven Coffee SMEs in Garut Regency which has the same character resemblance. The results of the qualitative research show that IKM Coffee in Garut Regency is at the level of competitive advantage. Competitive advantage in question can be seen in several aspects. First, Coffee SME is able to create innovation capabilities in coffee processing from post-harvest to ready-to-drink coffee, limited to various flavors and aromas, that are tacit knowledge. Second, Coffee SME is able to innovate on brands, solar dryer domes, video content as a marketing tool, and coffee processing SOPs that are explicit knowledge. However, Garut coffee SMEs have not been able to achieve a level of sustainable competitive advantage where tacit knowledge and explicit knowledge can be well organized. While the results of quantitative research show that knowledge sharing has a positive effect on innovation capability.

Using Design Briefs to Empirically Replicate and Extend the ‘Designence’ Model of Strategic Design Value

Despite increasing attention from academics and practitioners Design Management lacks a widely-agreed upon empirical measure. This paper proposes a new conceptualization of Design Management based on the view of design as a “managed process” within organizations (Bruce and Bessant, 2002, p. 38). We employ an expert rating procedure of product design briefs and Exploratory Factor Analysis to derive eleven factors of information elements contained within these document that constitute Design Management: F1 Insights into Customers; F2 Business Model; F3 Product Aesthetics; F4 Authenticity; F5 Symbolic/ Experiential Value; F6 Functional Value; F7 Promotions/ Distribution; F8 Sustainability; F9 Production/ Development; F10 Project Management; F11 Risk/ Safety. Further, we clarify the strategic role of Design Management by relating these factors to measures of firm performance at the product project- and competitive advantage-levels. Our findings are rationalized using the Balanced Score Card for Design Management approach, made up of: (1) Customer Perspective; (2) Process perspective; (3) Learning and Innovation perspective; and (4) Financial perspective. Our results confirm the overwhelmingly positive relationship between Design Management and firm performance and highlights the differential effects of individual factors across the two measures.

Does environmental, social and governance (ESG) affect market performance? The moderating role of competitive advantage

PurposeThis research aims to determine the influence of environmental, social and governance (ESG) factors on market performance. The study shows the perspective of ESG on market performance. The study attempted to test the relationship between ESG and Tobin’s Q and the effect of control variables.Design/methodology/approachThe study used panel data from a sample covering 720 firms and ran a fixed-effects model regression during the 2007–2019 period for eight European countries’ listed companies.FindingsThe findings reveal that ESG positively impacts Tobin’s Q. According to the findings, high company ESG performance boosts market performance via the moderator effect of competitive advantage. The results indicate that all control variables are significant. The firm’s leverage has a negative relationship with ESG. The size of the firm impacts ESG positively. Also, the results prove that the firm’s size and industry positively affect Tobin’s Q.Research limitations/implicationsThe findings of this study suggest that managers, practitioners and authorities interested in learning about ESG scores (ESGSs), market performance and competitive advantage might draw intriguing conclusions from the data. Managers can identify the appropriate levels of competitive advantage that improve market performance. Practitioners must determine whether fit, size, growth, leverage and industry could enhance market performance. The findings also give authorities and the board of directors information on future growth opportunities for the company and the country.Originality/valueThe research presents a vision of how ESG factors affect market performance. This study aims to identify the positive link between ESGSs and European market performance.

УПРАВЛІННЯ КОНКУРЕНТОСПРОМОЖНІСТЮ ЯК СВІТОГЛЯД МЕНЕДЖМЕНТУ ПІДПРИЄМСТВА

The article deals with the issues of enterprise competitiveness management, in particular, the article focuses on the scientific approaches of foreign and domestic researchers to define the essence of the concept of "enterprise competitiveness management". It is noted that in scientific circles the interpretation of this economic category is considered quite diverse. It should be noted that the concept of " enterprise competitiveness management " is considered by the vast majority of scientists as management actions aimed at creating and maintaining long-term competitive advantages, with an emphasis on the development of competitive strategies. In view of the various approaches of scholars to the definition of "enterprise competitiveness management", the main characteristics of enterprise competitiveness management are allocated. It is pointed out that the competitive strategy should be built in close connection with the overall strategy of the company. Each enterprise should create an effective system of competitive strategies, which includes several variants of strategies, which have to be periodically reviewed and adjusted to changes in the internal and external environment. It is extremely important to have a set of competitive strategies because the company's activities always take place in conditions of uncertainty and are accompanied by risks, and the company must develop continuously in such conditions, so it is extremely important to create a system of competitive strategies. The presence of a number of competitive strategies will provide an enterprise with sustainable competitive advantages and will help to meet all kinds of consumer needs many times more effectively than competitors. The levels of competitive strategies of an enterprise and their characteristics are assigned: low, medium, high, and attention is also focused on the levels of competitive advantages and their characteristics: low, high and highest. The correspondence between the levels of competitive strategy and competitive advantage is compared. It is emphasized that, in addition to strategic measures, the enterprise's competitiveness management includes tactical measures, which are taken in case of the need for a quick reaction or action in response to the actions of competitors.

The post pandemic air transport competitive advantages: new normal challenges of strategic human resource management (the case study of Bangkok Airways)

The epidemic clearly proven that every industry of the economy should never undervalue external environment. Every business needs to be flexible and adaptable without losing sight of their primary objective of profitability. Whereas, internal organizational management needs to be strategically focused. In consequent, an effective management of human resources is essential to enhancing business operations. The air transport industry is particularly sensitive to environmental fluctuations. Therefore, this study emphasizes strategic human resource management to strengthen Thailand's aviation industry's competitive advantage characteristics in the modern period of the new normal culture. The data were collected by using a number of sample questionnaires, which collected from a ground staff employee of Bangkok Airways. In order to evaluate Bangkok Airways' level of human resource management and level of competitive advantage, the sample group of employees was divided into two groups. There are 585 persons in total between the first group of 310 employees as officer level and the second group of 275 supervisors and manager’s level. According to the research findings, in terms of factors influencing competitive advantage in strategic human resource management, Strategic Alignment (SA) is the most crucial element to be implemented.

Influence Of Telephone Banking On Competitive Advantage Of Commercial Banks In Kenya

Purpose: The current study sought to establish how telephone banking technologies influences competitive advantage of commercial banks in Kenya.
 Methodology: The study was anchored on Disruptive Innovation Theory. A descriptive research design was employed and the target population comprised of 43 commercial banks operating in Kenya where the unit of analysis comprised of 1 Branch Manager, 1 Head of Customer Service, 1 Head of IT Support and 2 Relationship officers from each bank making a total of 215 respondents. The primary data collection instruments used was a semi-structured questionnaire containing both closed and open-ended questions and issued to 215 study population respondents. The collected data was analyzed by employing both inferential analysis and descriptive statistics using Statistical Package for Social Science (SPSS) V25 and Microsoft Excel. A random pilot study carried on 21 respondents was done to assess the data collection instrument on validity and reliability. Out of the issued 215 questionnaires to the respondents, 192 were completed and successfully returned. This equates to 89.3% response rate, an appropriate for conducting analysis and making inferences. Tables and figure formats were used in presenting the study results and findings.
 Results: The study findings were that the adoption of Telephone banking technologies had positive and significant influence on competitive advantage of Commercial banks in Kenya. The study also concluded that telephone banking technologies bears a positive and significant influence on competitive advantage of commercial banks. Remarkably, telephone banking technologies aspects such as establishing a simplified USSD services for customers, creating avenues where customers can access bank’s financial services through agency banking, and having a paybill service that enables customers to conveniently pay their bills directly from their bank account services further enhances the levels of competitive advantage of the commercial banks.
 Unique contribution to theory and practice: The study recommends to the commercial banks to enhance their telephone banking technologies in order to remain competitive in the market.

Peran Inovasi Dalam Membangun Keunggulan Bersaing Sektor UMKM Bidang Kuliner Pascadisrupsi Akibat Pandemi Covid 19 Di Kota Bandung

The purpose of this study is to identify the innovations that have been built by culinary SMEs and the level of competitive advantage after the disruption due to the Covid-19 pandemic, and to reveal how big the role of innovation is in building competitive advantage. The research method used is a quantitative method, the sampling technique uses non-probability sampling with a purposive sampling approach of 100 respondents. Data was collected through a questionnaire using a Likert scale. The data were processed by SPSS, and used descriptive analysis, correlation analysis, multiple regression analysis, partial determination coefficient analysis and hypothesis testing. The results of this study indicate that the level of innovation built by culinary SMEs is included in the sufficient category and the level of competitive advantage is high, and innovation has a significant role in building a competitive advantage of 46.2%.

FUZZY-MULTIPLE APPROACH TO RISK ASSESSMENT UNDER THE CONDITIONS OF MANAGEMENT DIGITALIZATION IN ENTERPRISE ACTIVITY

Abstract. The success of the enterprise in the market depends on the level of its competitiveness, which, in turn, is determined by the level of competitive advantages of products developed and supplied to the market.Constant updating of the product range by modern enterprises allows them to extend the time of their effective life and ensure success in the long run. To do this, companies must constantly carry out innovative activity aimed at developing, implementing, and bringing new products to market to best meet consumer needs. However, companies must not only explore the main factors of success, but also the sources of risk that accompany the introduction of innovative products to market.The effectiveness of product innovation policy of the dairy industry is determined by the optimal combination of traditional and new products (new convenient packaging, new flavors, size, etc.). The article considers a fuzzy multiple approach to assessing the risk of bringing innovative products of the dairy industry to market.This approach is based on the «RWW» criteria for assessing the risk of bringing new products to market (Real, Win, Worth it), which is considered inthework of George S. Day. Based on the risk assessment criteria, a fuzzy-multiple model of risk assessment for bringing innovative products to market was built. As a result, an assessment for the risk of launching a novelty on the market was obtained for the three components o the RWW instrument and the integrated generalized one.The advantage of using the proposed method is the possibility of forming an aggregate risk indicator for the introduction of a new product on the market, which takes into account not only quantitative but also qualitative characteristics of the evaluation indicators. Keywords:digitalization, risk, digitalization, new product, innovative product, fuzzy multiple, fuzzy logic. JEL Classification С63, 81, M21 Formulas: 9; fig.: 3; tabl.: 12; bibl.: 27.

The Impact of Entrepreneurial Orientation on Competitive Advantage through the Mediation Role of Sustainability

This paper aims to develop a framework for the entrepreneurial orientation in Egypt to cope with the required level of competitive advantage to be achieved by SMEs in the Egyptian context through the mediating role of sustainability. This illustration will be tackling every dimension of entrepreneurial orientation, Sustainability, and competitive advantage. Then the relationship between the three variables will be tested and examined. Literature and prior studies related to this field are reviewed to construct the research hypotheses which state that there is a significant relationship between entrepreneurial orientation and sustainability, there is a significant relationship between sustainability and competitive advantage, Sustainability mediates the relationship between entrepreneurial orientation and competitive advantage. These hypotheses will be tested throughout the research study. Primary data is collected from entrepreneurs of Egyptian SMEs in the food and beverage sector using a quantitative approach (Questionnaire). The data collected is analyzed and then the results of the analysis and findings are demonstrated by the end of the research with some recommendations to Egyptian SMEs to enhance their competitive advantages.

Effect of Social Capital on SMEs Performance: Does Innovation Matter

The study investigated how social capital influences firms to generate higher performance through innovation among SMEs in Ghana. The study employed a quantitative approach. The study employed stratified sampling to sample 240 respondents from 240 SMEs in the Eastern Region of Ghana. Primary data was gathered using a questionnaire adapted from previously validated instruments. The data gathered was analyzed using Partial Least Square (PLS) of the Structural Equation Model (SEM). The findings proved internal and external factors of the SMEs were found to be strengthened through innovation initiatives of the SMEs. The social capital initiatives of the SMEs positively and significantly enhanced the innovation practices of the SMEs. The result showed internal and external social capital initiatives of the SMEs were positively and significantly associated with the innovation practices of the firms. It concludes that the effect of social capital among SMEs on firm performance is indirectly through their level of innovation practices. The results provide empirical support to the validation of existing theories that a company’s utilization of important values offer some level of competitive advantage for superior performance in an industry. We therefore recommended that Owners and Managers of SMEs take advantage of their internal social resources as well as building strategic external capital in the quest to remain competitive and enhance profitability.
 
 Citation:Tetteh, F. K., Mohammed, J. and Teye, E. (2021). Effect of Social Capital on SME: Does Innovation Matter?
 International Journal of Technology and Management Research (IJTMR), Vol. 6 (2): Pp.21 －37.
 Received: February 5, 2021
 Accepted: September 1, 2021

Значимість основних чинників економічної конкуренції у підприємництві через призму використання інструментів проєктного менеджменту

The main factors of economic competition are considered, namely: people, time, money and quality. The ability to manage these factors through specific project management tools is reflected. The practical significance of each of the factors of economic competition is emphasized and the appropriate project management tool for the management of each of the factors on the example of companies in various sectors of the economy, based on research results or statistics. In particular, when considering the factor of economic competition "people", it is recommended to pay special attention to their role in improving the effectiveness of strategies implementation and changing the goal as a key quintessence of the organization, and for the development of this factor improved stakeholder assessment process is proposed, which is often used in project management to increase its competitiveness. Another tool in people management is analyzed - SCRUM teams, which have become especially popular globally. Research data on the level of their use in various areas of management are presented. To control the time parameter of economic competition, it is recommended to pay attention to the SMART technique, according to which the goals should be specific, measurable, achievable, relevant and limited in time. The importance of the "time" factor in the competitive environment is demonstrated by the example of postal companies and compared their level of competitive advantage according to this criterion, as well as those companies that responded quickly to restrictive measures during the Covid-19 pandemic and changed their priority projects to those that are more urgent today. Regarding the "quality" factor, analyzing the world's achievements, attention was paid to the effectiveness of using 14 principles of E. Deming, which still remain relevant. The "costs" factor is governed by classical and further tools such as budgeting and the popular E. Deming cycle. It is concluded that the use of various project management tools in the field of economic competition to increase the positive impact of its factors allows ensuring the desired level of competitiveness of the organization of any field of activity and at any stage of its life cycle. These tools are easy to use, versatile and practical.

Digital transformation of Russia's banking system as improving the competitiveness of banks

Subject. The article discusses the need for digital transformation of banking services in the context of ensuring the appropriate level of competitiveness of banking institutions in the Russian financial market. Objectives. The article aims to identify prospects and trends of the digital transformation of the Russian Federation's banking system in the context of improving the banks' competitive advantages and competitiveness at the current stage of development. Methods. For the study, I used the theoretical and methodological, and systems approaches. Results. The article identifies leaders in the digital transformation of banking processes and services, enabling them to provide a certain level of competitive advantages through improving the quality, accessibility and rate of services providing, as well as minimizing costs. Conclusions. The rapid development of the digital transformation of banking activities in the global financial market system necessitates the use of this experience by commercial banks of the Russian Federation.

УПРАВЛІННЯ КОНКУРЕНТОСПРОМОЖНІСТЮ ПІДПРИЄМСТВА: ПОНЯТТЯ, ПІДХОДИ, МЕТОДИ

The purpose of this article is to generalize the approaches to managing the competitiveness of the enterprise, to theoretically justify and develop recommendations for forming the effective system of enterprise’s competitiveness management. The article examines the main aspects of the issue of managing the competitiveness of the enterprise in modern conditions. It generalizes the approaches to defining the essence of “management of enterprise’s competitiveness” category, from the standpoint of the process and management functions, and a set of certain actions and methods of influence. The content of competitiveness management as a scientific category is analyzed; the main approaches to the management of enterprise’s competitiveness as a subject of economic competition are identified. The factors of external and internal environment of the enterprise influencing formation of competitive potential and system of competitive advantages of the enterprise are outlined and the interrelation of key characteristics of the state of an enterprise with its competitiveness is clarified. The combination of certain components altogether characterizes the state and capabilities of the enterprise and allows creating, strengthening, and developing its own competitive advantages. The methods for assessing the effectiveness of enterprise’s management are described and measures to improve the efficiency of managing its competitiveness in the context of its management functions and activities are proposed. The system of measures proposed allows creating and maintaining the appropriate level of competitive advantages, as well as determining strategic, current, and operational management directions for increasing the enterprise’s competitiveness. The practical significance of this article is to prove that forming a comprehensive system of competitiveness management ensures the successful operation, financial stability and development of the enterprise in a competitive and constantly changing environment, providing comprehensive services, increasing income and financial results, improving business efficiency and management decisions.

Strategic agility and its impact on competitive capabilities in healthcare industry

This paper identifies the degree of strategic agility and its relationship with the competitive advantage in the private hospitals in Jordan. To achieve this goal, a special questionnaire was developed for a sample of managers in hospitals. The study distributed 208 questionnaires to 27 hospitals, and managed to collect 95% of them, properly. The target group was mainly hospital directors, deputy directors, district directors and department heads. The researcher presented a set of recommendations that could be considered necessary to achieve a level of competitive advantage in all fields of hospital work. In the light of the problem of research and its questions and the review of relevant studies, the current research sought to test the validity of the hypotheses of the study. The results of the statistical analysis revealed that there is a statistically significant relationship between the extent of the Agility exercise and the competitive advantage of private hospitals in Jordan (α=0.05). The results also showed that there was a statistically significant relationship between the strategic sensitivity and competitive advantage of the private hospitals in Jordan (α = 0.05). However, the results of the hypothesis did not differ from the second sub-hypothesis, where there was a statistically significant relationship between the substantial and competitive advantages of private hospitals in Jordan (α = 0.05). Finally, the statistical analysis found that there is a statistically significant relationship between technology and competitive advantage in private hospitals in Jordan (α = 0.05).

Business Excellence: Exploring Key Performance Indicators and Suitable Business Model

Business excellence or BE is a path to success for any enterprise that has started its new journey in this era of highly competitive market for almost any industry. It is a way to achieve a certain level of competitive advantage over other organisations. But what could be done in times of economic crisis. Some of the industry experts believe that if the organisation stopped considering a time of recession as a crisis and instead as an exploiting opportunity, it not only helps the organisation to survive but also strengthen their position in the industry. The crux of the matter would be to somehow come up with an effective improvement in the strategic plan that would not only help in satisfying the customer and stakeholders but will also help the organisation in overcoming the economic crisis factor. And to work towards this target there should be high involvement of the management and optimum level of use of all the human resources. The business community or the top management can use the results of this research to achieve business excellence through strategic planning improvements and can withhold their stand in the industry. There has been not much research before connecting the strategic operational planning during the time of economic crisis. The main takeaway of the study is to somehow save on the extra costs, improve business processes, sustain quality, and improve the level of performance of the staff and management. All of these could be easily achieved if the enterprise can effectively implement these operational business concepts in their own business: Total Quality Management (TQM), Six Sigma and Lean manufacturing system.

Comparative Analysis of Competitive Advantages of Rice Paddy and Oil Palm Farming in Mukomuko Regency, Bengkulu Province

ABSTRACT
 
 The conversion of lowland rice land to oil palm plantations has become a long debate because it is not in accordance with the vision and mission of Mukomuko Regency regarding food self-sufficiency, but in recent years there has been a change in the function of oil palm plantations to lowland rice. This is interesting to study because this phenomenon is considered unique when in other areas people flock to change the function of food land to oil palm plantations, on the other hand in Mukomuko District the community has shifted land functions from oil palm plantations to rice fields, even though so far the oil palm farming business . The location selection was carried out purposively and the determination of the respondents was carried out by the solvin method, which obtained 181 respondents. Collecting data using a survey method by distributing questionnaires to respondents. For data analysis using the private profit method and the private cost ratio. The results of the study explain private profitability and financial efficiency (private cost ratio). Where the private profitability of lowland rice (Private Profitability) is Rp. 38,173,833, - / Ut / Ha / Year - while for oil palm farming, the private profit is Rp. 28,308,303, - / Ut / Ha / Year. This means that when viewed from a private profit side, lowland rice is more competitive. However, if it is seen from the financial efficiency (Private Cost Ratio) of lowland rice farming, it is 0.31, while for oil palm farming it is 0.24 which means that the PCR values ??of lowland rice and oil palm farming are less than 1, so both of them have a level of competitive advantage and have competitiveness, when compared, the value of oil palm PCR <PCR for Paddy Paddy (024 <0.31) which means that in financial efficiency, oil palm farming is more efficient.

The Practice Degree of University Academic Leaderships in Jordan Private Universities within Amman Governorate for Administrative Empowerment and Its Relationship to the Level of Competitive Advantage and the Faculty Members’ Points of View

The study aimed to reveal the relationship between the degree of academic leaderships in Jordan private universities within Amman Governorate for administrative empowerment and its relationship to the level of competitive advantage and the faculty members’ points of view. and the sample was consisted of (337) faculty members, The results showed that the total score for the practice of administrative empowerment, obtained a general average of (4.10) and a high degree. At the level of the fields, the field of delegation of authority obtained the highest average (4.22), the field of participation in decision-making obtained (4.19), the field of self-motivation obtained (4.06) , the field of effective communication with an average of (3.95), and the level of competitive advantage got an average (3.94) with a high degree. The results indicated that there is a positive correlation relationship with statistical significance between the total score of Kane administrative, the overall degree of the level of competitive advantage. In addition, there were no statistically significant differences in the degree of administrative empowerment exercise referring to a variable (Academic rank and experience), While there were statistically significant differences referring to the gender variable especially for the male group. There were no differences appeared with statistical significance in the level of competitive advantage due to variables (gender, academic rank, and experience). Keywords: Academic leaderships, Jordan private Universities, administrative empowerment, competitive advantage. DOI: 10.7176/JEP/11-27-05 Publication date: September 30 th 2020

CONCEPT OF PRODUCT COMPETITIVENESS MANAGEMENT SYSTEM AND PRINCIPAL SCIENTIFIC APPROACHES TO ITS UNDERSTANDING

This article presents the concept of product competitiveness, product competitiveness management, product competitiveness management system and outlines basic scientific approaches to its understanding. It is considered by the author from the standpoint of the systemic approach to management and is applied to the product, manufacturer, who can be an individual, enterprise, industry, region or a country in general. It also presents a description of the product competitiveness management system that should be constructed of the following three components: production, quality and marketing services. Scientific approaches to competitiveness management are grouped and the approach based on the concept of «food safety» is distinguished, which, unlike the existing classical and specific approaches, involves not only taking into account economic, organizational, innovative and other competitive advantages of the specific products, but also forms a system of quantitative and qualitative indices, whose observance will help to avoid both, economic and food risks. The author has proved expediency of using classical approaches in combination, for example, with systemic and process approaches, which allows to assess comprehensively competitiveness of both, the products and the enterprise, its management system both, in general and on the level of competitive advantages. Theoretical and practical value of the research is systematization and characterization of the existing approaches, their combination for the product competitiveness management, and definition of the new approach to product competitiveness management based on the concept of «food safety». &nbsp

Blue Ocean Strategy as an Entry Point to Achieve Competitive Advantage An applied Study at Palestine Technical College - Deir Al-Balah

This study aimed to identify the effect of applying the dimensions of the Blue Ocean strategy in achieving competitive advantage in Palestine Technical College - Deir Al-Balah. The researcher used the descriptive analytical method on the study population of (157) employees that was chosen from all the college employees. Due to the small study sample, the comprehensive survey method was used; the questionnaire was used as the main tool to collect data. From the (157) questionnaires that were distributed on the study population; (130) questionnaires were returned, i.e. (82.8%). The study revealed that the extend of applying the Blue Ocean strategy in Palestine Technical College was wide and with a relative weight of (71.57%). Also the level of competitive advantage was high; with a relative weight of (71.97%). There is also a statistically significant relationship between the dimensions of the blue ocean strategy (exclusion, reduction, increase, innovation) and achieving competitive advantage (cost, quality, response speed, innovation) in Palestine Technical College, where the correlation coefficient reached (0.756). The study also revealed that there is a statistical significance effect between the dimensions of the Blue Ocean strategy (increase and innovation) and the achievement of competitive advantage in Palestine Technical College, while the rest of the variables turned out to be weak. The study recommended the necessity of enhancing the role of the Blue Ocean strategy in its dimensions, and the continuity of its implementation by the researched college. Colleges that intend to implement the Blue Ocean Strategy should take into consideration the four dimensions of this strategy and adapt them to the changing environment of the colleges.