Source Of Sustainable Competitive Advantage Research Articles

Keunggulan Bersaing Berkelanjutan Berbasis Inovasi dan Kearifan Lokal Pada Usaha Kecil dan Menengah Makanan Tradisional di Pekanbaru

Business actors' competition in capturing market share has made it essential for business actors to implement sustainable competitive advantage through local wisdom and innovation. It is expected to improve product quality sustainably. This study aims to analyze sustainable competitive advantage based on local wisdom and innovation in small and medium enterprises of Riau Malay traditional food in Pekanbaru. The research method used is qualitative with observation, interview, and literary techniques. The sampling technique used was purposive sampling on ten business actors and triangulation as the analysis technique in this study. This study's findings are that local wisdom factors and product innovation are a source of sustainable competitive advantage in the micro and small business sector of Riau Malay traditional food in Pekanbaru. Although innovations made in traditional Riau Malay food products, this has not made the product more homogeneous but still thick with its uniqueness and authenticity. The resources owned's heterogeneity is reflected in local knowledge, local skills, local resources, and local values in traditional Riau Malay food products, a differentiator that competitors cannot imitate.

Innovation Ecosystem for Sustainable Business Model Development: Practical Insights

The capability to rapidly and successfully move into new business models is an important source of sustainable competitive advantage and a key leverage to improve the sustainability performance place-based innovations of organizations. However, the performed research suggests that many business model innovations fail. Despite the importance of the topic, the reasons for failure are relatively unexplored, and there is no comprehensive review of the successful sustainable business model innovation framework. This paper provides a review of drivers and barriers for sustainable business innovations in the context of ecosystem and its services.

Integrating human resource development and knowledge management for sustainable botswana public sector performance

The aim of this paper investigate strategies that could be used for the effective integration of human resource development and knowledge management for sustainable public sector performance. With the calls for improved service delivery in the Botswana Public service sectors, there is need to adopt modern and effective way of managing change in the public sector part of which includes effective management of human resource development foreffectiveness competitive advantage. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. To the Botswana public service the foregoing affirmation remains challenges range from lack of quality leadership to the implementation of swift and effective HRD strategies combined with knowledge management. The methodology used for this paper is desktop research with emphasis on theoretical framework for improving public sector effectiveness. The results of emanating from the theoretical points to a number of strategies for integrating human resource development and knowledge management for sustainable public sector performance. This paper concludes with recommend implementation of relevant strategies are required for the effective human resource development and the management thereoffor a sustained public sector performance.

Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework

Extant literature on dynamic capabilities hints at the possibility of a wider scope than merely the firm, beyond the individual firm boundary, and thus the existence of interorganizational dynamic capabilities (IDCs). Although IDCs have been acknowledged as a source for sustainable competitive advantage, research on these capabilities remains fragmented and unstructured. Therefore, the purpose of this article is to develop a conceptualization of interorganizational dynamic capabilities. Based on a systematic literature review, a framework with four types of IDCs distinguished by their different locus of control and beneficiary is presented. For each type, the overarching capability themes of orchestration of network resources and governing of network members are described. The article provides a classification of IDCs that avoids comparing “apples and oranges.” It also elaborates on dynamic capabilities that exist beyond the control of a single firm, and their relationship to other firm-based types of IDCs.

America’s major league soccer: artificial intelligence and the quest to become a world class league

America’s major league soccer: artificial intelligence and the quest to become a world class league

Модель эффективности для оценки интеллектуального капитала

Today we live in a knowledge society, a society shaped by the information revolution and developed by communication technologies. At the dawn of the new era, the concept of intellectual capital was first used to explain the importance of intellectual resources - such as information, knowledge, and experience - in the modern economy. Today, intellectual capital is a key factor in the company's profitability and has become an essential resource for creating economic wealth. In this environment, intellectual capital and intangible assets are fundamental to success. Intellectual capital consists of intangible assets that, when properly used, become a source of sustainable competitive advantage. To create value, the components of intellectual capital must interact. The assessment of intellectual capital is an important activity for any organization operating in a competitive market, and involves the achievement of intangible assets, but at a lower cost. The interest in measuring intellectual capital was caused by the fact that accounting, as it is currently practiced, has largely lost its information capacity as enterprises have become more and more knowledge-intensive. Traditional valuation methods based on accounting principles, where the value of a company's assets is a fraction of the value, have systematically undervalued companies. The existence of non-financial standards is critical to the company's value creation, as the accounting rules, under constant review, were originally developed for tangible assets, which are a source of wealth in the industrial period. In the literature, the assessment of intellectual capital is considered in different ways, with many approaches developed over time based on research and research, most of which are aimed at improving the performance of an organization, measured by different tools. This article is a synthesis of the most well-known models used to evaluate intellectual capital and its subsequent implementation in the case of Company X. The results obtained confirm the hypothesis that the intellectual capital of a company has a favorable effect on the results of the organization's activities and may indicate future competitiveness.

Creating and Implementing Standardized Management Innovation in a Large Organization

Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “ standardizing agendas” and “ standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires comprehensive communication and preferably internal recruitment of change agents.

THE ROLE OF EMOTIONS IN HUMAN RESOURCES MANAGEMENT

Business environment increasingly grows complex where human resources become the only sustainable source of competitive advantage for any management, be it top executive or middle sector management. When speaking about personnel management, we chiefly speak about human resources, who are not devoid of emotions. The task of a professional manager is to foster a healthy working atmosphere. Communication here comes to the forefront, which is mainly being treated as a process largely based on the mental world of the speakers, where emotions have a great output and as communication largely relies on the interpretive power of the speaking partners; hence, good and proficient managers ought to give a strong emphasis and attention to the management of emotions, and we all should have to appreciate the irreplaceable role of emotions in interpersonal relations at workplace as well. This actually has a great impact not only on the relations between the manager and employee, but also on the whole team of the managed group and eventually the whole company. The present paper looks for efficient ways for healthy and successful human resources management, by means of providing illustrative examples, case studies and a detailed analysis of them all in all to put a light on the gaps in current management perception.

Expanding Our Resources: Including Community in the Resource-Based View of the Firm

We apply insights from organizational behavior, psychology, and sociology to make the case that the community in which a firm is embedded is a valuable, rare, inimitable, and nonsubstitutable resource that holds potential as a source of sustained competitive advantage. First, we review several key principles of the resource-based view (RBV) and show how they apply to community as a strategic resource, incorporating prior work that simultaneously addresses communities and RBV. Next, we juxtapose pairs of firms in the same industries, comparing those that have embraced this strategy with those that have not, demonstrating the superior sustainability of the firms that consider community as a strategic resource. Finally, we conclude with thoughts as to a future research agenda that allows for an expansion of the concept of resources to further the development of RBV, the firms that apply it, and the communities in which they are embedded. In doing so, we demonstrate how expanding RBV to incorporate the community as strategic resource contributes to managerial theory, research, and practice.

The Study of Events Approach Applied to the Impact of Mergers and Acquisitions on the Performance of Consulting Engineering Companies

Recent research suggests that one of the main motivations for mergers and acquisitions is the attempt to acquire companies to incorporate intangible assets. Such assets provide important sources of sustainable competitive advantages and opportunities for growth. This article analyzes the strategies of engineering companies, as well as value creation in acquisition events of multinational companies, by using the study of the events method, providing an innovative way to be applied to this phenomenon. This method is used in our research to study the influence of the announcement of acquisitions on the abnormal accumulated returns of the acquiring companies, and is allowed to confirm that influence. In general, the average accumulated returns were positive and statistically significant in the three windows of the method, according to the significance tests used. The results validate the hypothesis that the events generate synergy gains for market players, emphasizing the importance of growth via acquisitions for the sector under analysis.

The antecedents of supply chain agility and their effect on business performance: an organizational strategy perspective

In a rapidly changing business environment, supply chain agility has been recognized as an important source of sustainable competitive advantage. A large number of studies have explored the antecedents of supply chain agility, but there is little analysis from a strategic perspective. Taking into account the guiding role of strategic orientation in business development, we want to establish a link between strategic orientation and supply chain agility. Therefore, this paper chooses two strategic orientation, namely learning orientation and technology orientation, as two antecedents and test their effect on supply chain agility and also test whether supply chain agility has a mediating effect on the relationship between the two antecedents and business performance. Survey data were collected from 208 Chinese manufacturing enterprises and the structural equation model (SEM) was used to test the proposed hypotheses in the research model. The results show that the two antecedents have a positive effect on supply chain agility and supply chain agility can improve business performance. It also shows that both learning orientation and technology orientation can indirectly promote business performance through the mediating effect of supply chain agility.

Integration of Knowledge Management with Adaptive Performance: An Exploration Role of Organizational Learning in Hindustan Aeronautics Ltd (HAL)

The Business scenario today is changing rapidly the business is totally depending upon the customer needs. The days are gone where the customers used to buy the products which are manufactured as per the manufacturer choice. Now the market is totally depending upon the customer needs and with the rapid emerging of technology the business scenario is changing at the speed of a blink. Increasingly firms find themselves, either by design or circumstances, operating in business environment, fraught with unprecedented, unparalleled, unrelenting and largely unpredictable changes. As a result, knowledge management is rapidly being seen as a critical source of sustainable competitive advantage. Maintaining a competitive edge is a constant struggle for both businesses. In the changing environment to retain the competitive advantage, adaptive performance is the means to meet unexpected or changing demands of business scenario. The present study focuses on whether Knowledge Management promotes the adaptive performance and explores the mediating role of Organizational Learning.

DEVELOPMENT OF A MECHANISM FOR APPLYING THE «TALENT Q» AND «TALENT POOL» METHODS AS COMPONENTS OF THE TALENT MANAGEMENT CONCEPT

Objective. The objective of the present article is to develop a mechanism for applying the methodology “Talent Q” and “Talent Pool” as components of the concept of talent management in the enterprise. Methods. The theoretical basis of the study are the works of domestic and foreign scientists on modern approaches to personnel management, views on the nature and features of the concept of talent management, methods “Talent Q” and “Talent Pool”. The following research methods were used to achieve the set goals and objectives: system approach - to determine the essential aspects of talent management, theoretical gener­alization and comparison - to determine the essential features of the methods “Talent Q” and “Talent Pool”, system analysis and synthesis - to develop a mechanism for implementing methods “Talent Q” and “Talent Pool”, information modeling to develop a model for evaluating the results of the survey and the structural model of the program “Talent Pool”, specification to determine the features of the methods “Talent Q” and “Talent Pool”, graphical and tabular methods - to visualize the study material. Results. The present article highlights the essential aspects of the concept of talent management and fea­tures of the implementation of the methods of “Talent Q” and “Talent Pool”. The “Talent Q” methodology is defined as a set of psychometric assessment tools used to select and analyze the personal candidate’s potential and is represented by certain elements, such as indicators, evaluation criteria, parameters and results. A spatial model for assessing the personality characteristics of candidates according to the method of “Talent Q” has been developed. In addition, the study reflects the structural and logical model of the management system of the program “Talent Pool”, which includes three blocks and is long-term. The main objective of the “Talent Pool” program are: development of employees with high potential (HiPo), education of future senior executives and achievement of strategic goals of the enterprise. The result of the research is the development of a mechanism for implementing the methodology “Tal­ent Q” and “Talent Pool” as components of the concept of talent management in the enterprise. The imple­mentation of these techniques, which are part of the concept of talent management, will contribute to the formation of the foundation of development strategy and talent management in the enterprise, which is an organic component of the corporate development strategy. In addition, understanding and understanding the importance of talent as a source of sustainable competitive advantage should contribute to the formation of a competitive personnel management system based on a value-oriented approach to the intellectual abilities of worker.

FEATURES OF FORMATION OF COMPETITIVE ADVANTAGES OF THE SERVICE ENTERPRISE IN THE KNOWLEDGE ECONOMY

The high level of the development of information and telecommunication technologies has led to the acceleration of the processes of introduction and dissemination, copying by competitors of new knowledge-intensive technologies and other scientific developments. In these conditions, the enterprise's competitive advantages are determined by its uniqueness in a competitive environment and are formed on the basis of internal hard-to-imitate intangible resources and key areas of competence, which becomes a source of sustainable competitive advantages of the enterprise.The features of the formation of competitive advantages of an enterprise in the service sector in the context of the transition to a knowledge economy – from general approaches of strategic management, resource theory – to a competency-based approach are investigated. The key postulates of the competence-based approach to the formation of competitive advantages of a service sector enterprise in the transition to a knowledge economy are identified.It has been substantiated that the competitive advantages of an enterprise in the service sector are based on the enterprise's key areas of competence, which are a unique set of assets of knowledge, experience and organizational ties, which, in combination with resources and technologies, are embodied in the creation of new processes, products and services with new consumer properties. Key areas of competence are knowledge assets and are formed on the basis of a combination of knowledge and organizational ties that is unique for each enterprise, which leads to the need to identify such assets, order them and evaluate them in order to determine the uniqueness of the key areas of competence of the enterprise. For this purpose, the general scheme for identifying knowledge resources that form the competitive advantages of a service sector enterprise have been proposed in the article.

A COMPREHENSIVE STUDY OF ASSETS MANAGEMENT COMPANY , FOCUSING ON INVESTMENT STRATEGIES, PERFORMANCE, AND REGULATORY.

Major shifts in the competitive environment encouraged a recent growth in the number of academic articles devoted to strategic aspects of asset management. Organizations start to recognize that a strategic approach to asset management becomes a source of sustainable competitive advantages and long-term survival in the turbulent environment. However, existing studies are largely case-specific in interpreting strategy and draw on various theoretical grounds and approaches. This leads to little theoretical and methodological consistency in understanding current findings and how to design future studies. The key goal of this paper is to systematically review the existing research through the analysis of over 700 articles devoted to asset management with a focus on strategic aspects. Our key contributions are positioning strategic asset management within the vast field of asset management research, describing the nature of strategic asset management research, and confirming that asset management strategies align with different levels of organizational strategy. We visualize the existing research field, and indicate gaps and underdeveloped areas of research. We also shortly outline future research directions based on our findings, thus encouraging a more coherent development of research on strategic asset management.

Strategic HRM and competitiveness of Hotels in the Central Region of Ghana: the Mediating role of employee competencies

The main purpose of this study was to examine the effect of strategic HR practices on the competitiveness of hotels in the Central Region of Ghana. A secondary objective was to assess the mediating role of employee competencies on the link between strategic HR practices and competitive advantage. The study adopted an explanatory research design, using a purely quantitative approach. The target population comprised of all managers of registered hotels in the Central Region of Ghana. Data were collected through a self-administered survey questionnaire. The available data were analyzed using Structural Equation Modelling. It was established that strategic HRM practices have a positive influence on employee competencies, which in turn has a significant positive effect on competitive advantage. As a consequence, it was concluded that internal capabilities and competencies are the major sources of sustainable competitive advantage in the hospitality industry in Ghana. The effect of strategic HR practices on competitive advantage was, however, found to be insignificant. These findings require managers in the hospitality industry to continuously employ strategic HR practices such as training and development activities, linking incentive pay to performance, providing staff with a flexible compensation structure and promoting skill-based pay elements in employees’ pay package.

Information and communication technology as a basic pillar of the e-training process: View a collection of examples and experiences

This study aims at theoretical analysis, one of the most important and latest topics, Which is particularly important as it relates to the most important keys to success, and a source of the most important sources of sustainable competitive advantage. The subject of electronic training for human resources, Which knows some of the lack of business management literature, despite its great importance, We have tried through this treatment to link the variable and its main pillars To denounce the importance of technology and the need to establish it To move towards electronic training as a substitute for traditionalism. We have also presented a set of leading examples of e-training All of which rely on information and communication technology as a backbone of the theoretical analysis of the subject.

SOCIO-DEMOGRAPHIC VARIABLES FORMING A PERCEPTION OF CORPORATE IMAGE BRAND IN THE CROATIAN BANKING INDUSTRY

The banking industry is currently at the forefront of the development of technolo¬gy-based service delivery, and the survival of banks depends on their ability to deal with the environmental challenges. Due to these challenges, many banks are faced with an identity crisis and increased customer migration rates that negatively affect the levels of business profitability. Croatian market ads additionally challenge almost 30 banks currently operating with customers that are extremely price sensitive. Research shows that in the banking sector, a favorable image is considered a critical aspect of a company’s ability to maintain its market position, as the image has been related to core attributes of organizational success. This paper studies the dimensions of corporate image, focusing on the corporate image concept in the Croatian banking industry as perceived by consumers and its possible impact on their choice of banks. The purpose of this study is to give an insight and provide a deeper understanding of how the banks, by developing a strong and consistent corporate image using corporate communication activities, ensure a long-term source of sustainable competitive advantage and influence on customers’ end choice. A study was carried out in Croatia during 2019 using 250 respondents-consumers who used different types of banking services in different banks. Series of ANOVA analysis shows how the perception of the corporate image of the bank and its influence on the customer’s choice of the bank, bank loyalty and the quality of the bank services varies depending on some demographic and social variables. Results pose implications for bank communications and service positioning within customer segments. This research raises ideas for future studies as well.

Does Innovation Type Influence Firm Performance? A Dilemma of Star-Rated Hotels in Ghana

Innovation, which leads to process changes and product development, tends to increase the sustenance of companies and helps firms to expand faster and more effectively, eventually more profitably than non-innovators. Innovation is commonly seen as a key source of sustainable competitive advantage in a changing environment. However, the success of the hospitality industry relies a lot on how well they gear their innovations towards preserving the natural and cultural attractions that make tourist/customers to visit their destinations. This study, therefore, is empirically designed to explore how innovation types, which include process, product, marketing, and organizational innovation, impact performance of hotel firms in Ghana. With top-level managers being our target respondents, 680 star rated hotels were purposely sampled from the hospitality industry, among which 550 hotel firms provided valid and accurate responses. Data obtained from the survey through the administration of a well-structured questionnaire was analyzed through SPSS statistical package. Through the estimation of series of regression models using the Hierarchical regression method of analysis, we witnessed that process, product, marketing, and organizational innovation employed as innovation types have palpable and statistically significant liaison with performance of hotel firms in Ghana. We, therefore, conclude that, for hotels to achieve high firm performance, personnel within the firm should be encouraged and empowered to develop innovative mentalities and abilities. In addition, hotel firms and the industry at large should be abreast of current trends of sustainability and endeavor to gear their innovation operations towards a more sustainability-oriented firm since incorporating sustainable innovative strategies into firms’ operations will not only create a good image and reduce cost but would also safeguard the natural attractions that guests patronize.

The Resource-Based View and Learning Theory: Overlaps, Differences, and a Shared Future

The resource-based view and learning theory have developed independently but still have important areas of theoretical overlap, especially in central assumptions, such as how organizational differences, path dependence, and complex social technologies shape strategy. In addition, they have divergent and complementary theory, with major differences stemming from organizational learning focusing on behaviors rather than resources and organizing its research based on the sources of learning and the triggers of learning. Two research streams in organizational learning with particular implications for the resource-based view are the work on problemistic search and the work on interorganizational imitation. Both are expected to develop quickly as a result of the necessary interaction between research based on organizational theory and strategic management. They are promising areas of investigation for the resource-based view of the firm that can help distinguish the sources of sustainable competitive advantage and the importance of enduring competitive advantage.