Source Of Sustainable Competitive Advantage Research Articles

Sport Sector and its Sources of Sustainable Competitive Advantage

It is understood by the author of this paper that national competitiveness consists of competitiveness of all kind of sectors and industries included into them. An industry in return has its members striving to obtain and mantain a competitve advantage for as long as possible. Identification and efficient and effective utilization of unique resources and core competencies has to be ensured along with alignment of performance of sectors in the national economy. The paper is tending to provide a comparative assessment of the sport sector in four out of five main areas: – Sponsorship activities and processes – Gate revenue development – Media rigts and opportunities – Merchandising intellectual property Although food concessions are important fifth area we omitt them for later research to comply with the challenge of in-depth analysis of four above listed area development trends and major key challenges for making sport sector an even more substantial contributor to national competitiveness and international sport and leisure process improvement efforts. Data will be provided to demonstrate the key challenges and trends to be taken into consideration by any sport organization willing successfully identify how to reach appropriate competitiveness expectations formulated by its stakeholders.

Some Consideration On Knowledge Management Implication On Organization’s Competitiveness

Abstract The research described in this paper has been focused on two objectives: to debate the knowledge management’s active role for organizations competitive advantage and to describe information technology’s capabilities in leveraging the knowledge worker’s competencies. For the purposes of this article, competitive advantage is perceived as a strength that provides a market advantage relative to a competitor. Often competitive advantage is related to the core competencies of the organisation, which are frequently based on implicit know-how or tacit knowledge. This intangible, unstructured knowledge is difficult to manage; consequently management has ignored it when designing business strategy. However, the increased competitive pressures of the post-industrial global economy and the exponential advances in computing power have increased management’s interest in knowledge as a sustainable source of competitive advantage.

The development of new sponsorship deals as new business-to-business services

Purpose – The purpose of this paper is to analyse the process followed by sponsors and sport properties in developing their sponsorship deals as seen from a new service development (NSD) perspective. Sponsorships are expensive and can be a source of sustainable competitive advantage if managed appropriately. Therefore, the authors need to approach sponsorship strategically and formalise sponsorship decision-making. Sponsorships are considered to be complex, relationship-based, business-to-business services, and the development of such services has been analysed in the NSD literature. As past research on the development process of sponsorship deals is limited, the use of an NSD perspective can help in formalising sponsorship decision-making. Design/methodology/approach – Four case studies were conducted involving two professional, premier league football clubs and two sponsoring organisations, one major sponsor for each club. One of the dyads involved a brand new sponsorship deal and the other a renewal. Findings – Results showed that in both dyads, the development process of the new service follows the NSD process of other complex, relationship-based, business-to-business services and involves three main phases, namely, information collection, proposal preparation and presentation or receipt and analysis, and negotiations and contract sign. All four firms use a semi-formal and flexible process, whereas the actors in each stage vary. Also, the new deal requires a more lengthy process than the renewal, following the example of really new and me-too services. Multi-functional teams are not present, and top management involvement is important only in the last stage of the process. Research limitations/implications – This paper helps in analysing the development process of new sponsorship deals, as new business-to-business services. However, it involves only four cases and has limited generalisability. Future research should substantiate results with more cases or quantitative research. Practical implications – Results can help sponsors and sponsees to structure their processes for successful development of new sponsorship deals. Also, as new sponsorship deals seem to be developed the same way with other business-to-business, complex services, potential sponsors that are big service providers can probably enjoy synergies from using the same or a slightly different process than the one they use for developing their main services. Finally, the use of a semi-formal and flexible process in sponsorship development can be helpful in dealing with customised services and rapid NSD that is critical for new service success. Originality/value – It is the first time that the development process of sponsorship deals is approached from an NSD perspective and analysed as a new business-to-business service.

REVEALING GHOST BUSINESS-TO-BUSINESS CLIENTS THROUGH GOSH’S MODEL. A CHALLENGE FOR EU LEISURE AND ENTERTAINMENT ACTIVITIES

The concept of intermediate market trade contacts (ITC) have been developed as transactional capital resource measured by business-to-business purchases or sales. In the framework of the resource-based view, only valuable, rare, inimitable and non-substitutable firm's resources might be considered as a source of sustained competitive advantage. Supplydriven Ghosh's model has been applied to Eurostat symmetric input-output tables of 23 EU countries. A strong and direct relationship between market horizontal multiplier for productive use and indirect ITC frequency has been found for recreational, cultural and sporting activities. Consequently, valuable and distinct hidden-client purchases could be used as a resource favoring firm development, innovation and territorial integration strategies.

Nuevas dimensiones y problemáticas en el ámbito de la creación y gestión de marcas

This paper analyses the brand as a driver of business competitiveness and sustainable source of competitive advantage. From a holistic perspective, and after addressing the literature about branding, the newest and most current issues regarding brand management are discussed. Specifically, the different functional areas of the company are discussed to deal with the growing problem of «dormant brands», the parameterization of the legal concept of «brand awareness», the brand dilution generated by third parties, the relation between brand equity and international competitiveness, and finally, the issue of valuing brands as well as how the ISO 10668 may drive brand valuation.

Zasoby niematerialne w potencjale konkurencyjnym tajemniczych mistrzów polskiej gospodarki

The gradually increasing competition rivalry between firms takes place on those resources that are unique, rare, inaccessible to others. It is they who are the source of sustainable competitive advantage. Therefore increasing importance of intangible assets, hiding in people, ideas, know-how, reputation, relationships and systems. This article presents a fragment of the author's research results over the hidden champions of the Polish economy. The aim of the publication is to show that these European or even world leaders build their competitive potential just based on intangible resources

Enterprise Cultural Heritage

Remaining in business and growing is a challenge for small and medium-sized enterprises (SMEs) in the food sector. The focus of this paper is the internal innovation avenue for SMEs that have been trading for decades and have developed the asset of enterprise cultural heritage (ECH). The authors examine ECH as a source of sustainable competitive advantage, using the value, rarity, imitability and organization (VRIO) framework and evaluating the practical potential of ECH to create sustainable competitive advantage through case studies of two international companies. The authors argue that companies that are only partially able to fulfil each of the VRIO criteria can still claim sustainable competitive advantage, as demonstrated by the case studies. Moreover, it is suggested that ECH is one of the key areas for innovation from within a firm and should be used in developing sustainable competitive advantage.

The Integrated Relationship among Organizational Learning, TQM and Firm’s Business Performance: A Structural Equation Modeling Approach

The methodology of the organizational learning and total quality management (TQM) in the industry is becoming crucial, but there are few empirical studies to investigate the relationship between organizational learning and TQM on business performance in non-life insurance industry. The purpose of this paper is to understand the integrated relationship between organizational learning and TQM as two sources of sustainable competitive advantage. The paper proposes several hypotheses related to the relationship among organizational learning, TQM and business performance. A survey method is used to collect empirical data from non-life insurance companies in Taiwan. In this study, 414 effective questionnaires are analyzed and structural equation modeling (SEM) is used to verify the research framework and hypotheses. The empirical findings indicate that: (1) Organizational learning has significant and positive effects on TQM, (2) Both organizational learning and TQM have significant and positive effects on business performance, (3) TQM fosters business performance and play a mediating role between organizational learning and business performance. Therefore, the study demonstrates that the model can integrate organizational learning and TQM practices and enhance business excellence in financial service organizations, and also extend the prior research and contribute to the existing body of literature.

Facilitating tacit knowledge transfer: routine compatibility, trustworthiness, and integration in M & As

Purpose– This paper aims to theorize how tacit knowledge influences implementation success in mergers and acquisitions (M & As), and contrasts this with explicit knowledge. Tacit knowledge can be a source of sustained competitive advantage because its lack of codifiability precludes easy appropriation by competitors. However, such non-codifiability also makes it difficult to transfer knowledge within a firm. M & As exemplify this challenge because they are often motivated by opportunities for transferring knowledge. With differing demands for tacit and explicit knowledge across departments (Sales and Operations), the empirical results demonstrate how tacit routine compatibility affects implementation outcomes in different functions.Design/methodology/approach– This research draws from a survey of 86 M & A implementation processes between 1996 and 2002, using seemingly unrelated regression to analyze the predictions.Findings– There is strong empirical support that tacit routine compatibility leads to success in sales but not operations and further support for the differential moderating roles of trustworthiness and integration.Practical implications– Managers should make implementation choices based on the type of knowledge being transferred and where that knowledge will reside post-integration. Routine compatibility, trustworthiness and integration facilitate knowledge transfer in M & As – but only if applied in the right combinations for the context.Originality/value– The type of knowledge is a critical distinction for the value of M & A implementation. Furthermore, despite integration receiving significant attention in this literature, trustworthiness, not integration, facilitates successful tacit knowledge transfer in M & As.

Micro-Foundations of Firm-Specific Human Capital: When Do Employees Perceive Their Skills to be Firm-Specific?

Drawing on human capital theory, strategy scholars have emphasized firm-specific human capital as a source of sustained competitive advantage. In this study, we begin to unpack the micro-foundation...

Toward a Theory of Perceived Firm-Specific Human Capital

Strategy research suggests that firm-specific human capital is a source of sustained competitive advantage, at least in part because it may constrain employee mobility. However, it is also typically assumed that employees are reluctant to invest in firm-specific skills because such investments may come at the cost of developing general skills, thereby reducing their attractiveness in the labor market. This creates a theoretical paradox: Employee investment in firm-specific human capital is crucial for value creation and appropriation, yet there is believed to be global underinvestment in firm-specific skills. We argue that the logic behind this theory depends on the assumption that firm-specific human capital is accurately and objectively perceived among labor market participants and that relaxing this assumption significantly limits conclusions that can be drawn about competitive advantage. The key takeaway is that perceptions of firm specificity, even if inaccurate, can be more important than objective firm-specific human capital in determining the likelihood that firm-specific human capital can be a source of sustained advantage. By relaxing the assumption of strong-form labor market efficiency, we develop propositions regarding how firms can facilitate and manage perceptions of firm specificity, thereby increasing the likelihood that a competitive advantage can be sustained. In doing so, we help reconcile some of the differing assumptions in micro and macro work on human capital and employee retention.

Small and medium scale business performance in Nigeria: Challenges faced from an intellectual capital perspective

The contribution of small and medium enterprises in a knowledge-based economic system is very salient for the economic growth and development of a developing nation like Nigeria. The competitiveness of the SMEs in a knowledge-based economy is the main purpose of this study. One of the most important component sources of sustainable competitive advantage in intellectual capital is the application of human capital. The paper will reviews the challenges that are confronting the small and medium enterprises (SMEs) performance in Nigeria from this position. The paper will increase the savoir faire about the present concern relating to Small and medium enterprises in Nigeria and human capital value creation.

Sustainability of Patent-Based Competitive Advantage

Patents have been touted as being the type of resource which provides a basis for longer-lived competitive advantage, but as technological change accelerates, even patents have become questionable sources of sustainable competitive advantage. In settings where no sources of competitive advantage are sustainable for long, managers have sought respite in resources, in how to organize and coordinate their operating routines, in recruiting superior knowledge workers, developing keener learning capabilities and absorptive capacity, and in learning how to copy competitors’ sources of competitive advantage more nimbly. We find that the duration of patent-based advantage is limited, but that its duration is longer where firms have patented inventions which incorporate a broader range of technological knowledge not core to the grants described in their respective patent applications.

Organisational dualities: an integrated review

Studies on organisational dualities are emerging as a growing body of literature driven by the desire to simultaneously pursue opposites in order to obtain superior performance. However, systematic knowledge about organisational dualities has remained limited. In this study, an integrated literature review is conducted to better understand which dualities exist in an organisation and what is their nature. In the first stage of research based on an in-depth analysis of 72 papers from 5,561 papers reviewed by abstract we found that 21 organisational dualities exist. In the second stage of the research identified dualities were used as keywords and further theoretical support for them was found in 256 in-depth analysed papers from 61,902 papers reviewed by abstract. The main contribution of the paper is the identification of 21 organisational dualities presented across different areas of organisational policy which properly managed can represent an important source of sustainable competitive advantage. This paper concludes by proposing suggestions for future research.

Study of strategic human resource management (SHRM) towards co-operation and co-ordination among the staff of Karnataka State Horticulture Department in Tumkur district

The research pursues an eminent theme of human resource management, co-operation and coordination of human resource activities in an Importance of the HR-activities in an organization cannot be under estimated, as the HR-activities directly or indirectly influence the performance of the organization. The following research will study the co-operation and co-ordination among the staff of Horticulture Department towards achieves the objectives of the organisation. The study will also identify the reasons for conflicts and identify the solutions to solve them. The positivism along with qualitative method of research have been adopted for the study, data will be collected from primary and as well as secondary resources. Research will be pursuing the objectives of the study and will contribute to the vast subject of human resource management, namely the Human resource activities, co-operation and co-ordination among staff that influence on the organizational growth. The Human Resource function has evolved over the years from the labour officer, to the personnel officer, personnel manager and the human resource manager of today. The change in terminology also suggests a change in the objectives and boundaries of the function. The dynamic and competitive business environment resulting from globalization has led a new focus on how human resource should be organized and managed. This has led to the emergence and increase in the use of the term strategic human resource management (SHRM). There has now been a visible convergence between HRM and strategy. Human resources are one of the most important assets in the organizations. Human resources provide an organization a source of sustainable competitive advantage in a highly competitive environment, facing a shortage of talents.

The Enigma Of Technology Management In Strategy Deployment

The ever-increasing emphasis on knowledge acquisition and assimilation is forcing companies to focus on methods to improve their effectiveness in technology management. Corporate strategists are increasingly focusing on the integration of technology throughout the organisation as a source of sustainable competitive advantage. The purpose of this study was to investigate technology management principles in widespread use in technology intensive industries and to explore their relationship to company performance. A non-probability, judgment sample of companies listed on the Johannesburg Stock Exchange (JSE) were taken. The study makes a contribution to the field of strategic management research by integrating the dimensions of several previous studies, to derive a more comprehensive taxonomy of technology management archetypes. Two distinct technology management factors obtained with the analysis were proved to positively influence the company performance dimensions and were classified as R&D Commitment and Control Market Planning factors. The results show that strategic management choices can significantly affect company performance. It thereby indicates which of the underlying dimensions have the strongest relationship with company performance. From an industry perspective, the greatest significance of these findings may be that they accentuate the importance technology management in developing and implementing a strategic approach to technology. This study has expanded on the identified technology process dimensions and has highlighted the link between technology strategy and technology management through different measures of performance.

Special Issue on Leveraging the IS Organization for Business Value Creation

e are pleased to introduce this special issue of theJournal of Information Technology on Leveraging theIS Organization for Business Value Creation. Whileorganizations continue to seek ways to leverage informationtechnology (IT) to create business value (Petter et al., 2012),an ever-increasing rate of IT innovation combined with newservice delivery models presents unprecedented challenges(Yoo et al., 2010) and opportunities. The IS organization findsit very difficult to keep up with, let alone to lead, rapiddevelopment of mobile computing, social media, cloud com-puting, virtualization, business analytics, artificial intelligence,and the internet of things. The increased complexity of ITapplications and infrastructure forces organizations to spendmore resources in keeping the lights on and to allocate lessresources in creating new business value (Xia and Lee, 2005).Outsourcing, offshoring, and Software as a Service arechanging the traditional role and expectation of the ISorganization in delivering business value (Gregory et al.,2013). In-house proprietary systems have been largelyreplaced by standardized, off-the-shelf, open systems. Withthe commoditization of IT, every organization has access tothe same technology. Consequently, a sustainable source ofcompetitive advantage does not lie in technology per se but inthe business–IS collaboration that facilitates the realization ofthe potential value of technology. An organization createsbusiness value not only through its internal business–ISdialog, but also co-creates greater value by collaborating withother organizations, customers, and even the public through abroader business–IS dialog (Grover and Kohli, 2012).Creating the business value through IT has been one of themajorresearchtopicsintheISfield.Overthelastdecade,therehas been an important debate on whether or not IT matters asasource ofcompetitiveadvantage (Carr, 2003;DeJarnett etal.,2004). Furthermore, researchers and practitioners have beenengaged in a related debate on whether the IS organization is acost center or a value creator. While empirical evidencegenerally supports a positive effect of IT on organizationalperformance (Aral and Weill, 2007; Han et al., 2011; Kimet al., 2011), some of the fundamental questions aboutIT-value creation remain unaddressed or only partiallyaddressed. For example, the definition of business value ofIT is still ambiguous (Oz, 2005) and we have limitedunderstanding about the process by which IT contributesto business value and the role of the IS organization inthe process (Schryen, 2013). Furthermore, despite the long-standing interest in the digital government (Lee and Kwak,2012), little is understood about how IT creates value in thepublic sector and about the role the IS organization plays inthe value creation process.This special issue recognizes the continuing challenges andopportunities facing the IS organization in terms of creatingthe value for a variety of stakeholders. The special issue aimsto identify effective strategies, governance structures, capabil-ities, social actions, and business and technical processes thatenable IS organizations and teams to successfully delivermeaningful value to its stakeholders. It investigates the rolesthat IS professionals, managers, and teams play in creatingand co-creating value not only for commercial organizationsbut also for governments. Thirty-eight submissions werereviewed and five papers were eventually selected for thisspecial issue.The first paper by Anne Quaadgras, Peter Weill, and JeanneW. Ross, based on literature reviews and evidence from 20case studies, proposes a framework of management commit-ments consisting of strategic choice-making, development ofdigital platforms, working smarter with information, andaction-oriented assessment. This paper suggests that commit-ment is an overarching concept that brings together many oftheimportantmanagementpracticesidentifiedintheIT-valueliterature. The proposed framework, tested via a survey of 210firms, demonstrated that firms that have been more effectivein making such commitments have shown a higher businessimpact of IT on financial performance. The frameworkprovides a comprehensive understanding of the role ofmanagement commitment in terms of influencing the impactsof IT on organizations. Indeed, the framework would helppractitionersaswellasresearchers gain abetter understandingof the factors that influence the successful adoption and

The strategic implication of knowledge attributes

Purpose– The purpose of this paper is to refine the resource-based theory of the firm. It intends to deal with key theoretical issues affecting the development of a model that empirically captures the relevance of knowledge to performance. The research task is not only to look inside the firm in search of candidates for a strategic resource, but also to better understand how a resource becomes strategic as the consequence of specific attributes. This approach has the potential of providing a relevant insight into the characteristics that resources must possess as well as a more effective way to compare their relative relevance to competitive advantage.Design/methodology/approach– Hypotheses are tested by a comprehensive panel data of 29 AIDS/HIV drugs from 1997 to 2010, covering the performance trajectory of more than 90 percent of all branded products in this segment.Findings– Based on the VRIO framework (Barney 1991, 2001a), which asserts that resources need to be valuable, rare, inimitable, and difficult to organize in order to become a source of sustainable competitive advantage, the paper derives seven empirical constructs of technological knowledge. Five of these constructs are statistically significant, explaining up to 36 percent of the variance in sales outcomes. Results show that the most important resource attributes are value and organizational capabilities. Inimitability is partially relevant, but rarity is not.Practical implications– Results suggest that the best way to generate competitive advantage is through continuous improvement of technological knowledge. This conclusion shows that knowledge heterogeneity is more strategically relevant to performance than knowledge immobility.Originality/value– Differently from previous papers, instead of measuring how much a resource (or its accumulated stock) influences competitive advantage, this paper identifies and measures the attributes through which the resource matters to market outcomes. It is not the resource itself, but its strategic attributes which actually generate differential benefits to firms.

Strategic Agility in MNEs: Managing Tensions to Capture Opportunities across Emerging and Established Markets

Traditional sources of sustainable competitive advantages are very rare in today's heterogeneous and hyper-competitive global business environment. This article identifies and illustrates three dynamic capabilities—sensing local opportunities, enacting global complementarities, and appropriating local value—by which MNEs are able to operate successfully across emerging and established markets. For MNEs in these markets, strategic agility is a meta-capability that enables them to create and deploy these three capabilities in a dynamic balance over time. Doing so demands embracing the tensions between these capabilities effectively.

The Role of Strategic Leadership in Building Sustainable Competitive Advantage in the Academic Environment

Strategic leadership capabilities are needed in the new competitive landscape expected for the 21st century. Human and social capital are source of sustainable competitive advantage for organization and, therefore, should be carefully nurtured and developed. Thus, the study seeks to examine the role of strategic leadership capabilities in building sustainable competitive advantage in the academic environment. The targeted population for this study focused on all Private Universities. The study used a survey strategy “self-administered questionnaire”, to collect data. The statistic results found that there is significant positive impact of strategic leadership capabilities on sustainable competitive advantage. The study recommended studying the core competence along with human and social capital as the portfolio of resources.