Sustainable Competitive Advantage Research Articles

Sustainable Organisational Identity In State Higher Education Institutions

This research examines the antecedent, consequence, and moderating factors for sustainable organisational identity. Specifically, based on the Resource View Theory, this research aims to examine the effects of anthropomorphism and agile leadership on sustainable organisational identity, the effect of sustainable organisational identity on competitive advantage, and the moderating effect of planned organisational change between sustainable organisational identity and competitive advantage. The sample was 74 state universities in Indonesia. Variable measurement uses questionaries. Data analysis uses path analysis. Based on data analysis, anthropomorphism positively affects sustainable organisational identity in state higher education institutions. Second, agile leadership positively affects sustainable organisational identity in state higher education. Third, sustainable organisational identity positively affects competitive advantage in state higher education institutions. Fourth, planned organisational change strengthens the positive effect of sustainable organisational identity on competitive advantage in state higher education.

Strategic Agility and Sustainable Competitive Advantage: How to Leverage Top Management Team Characteristics

Purpose: Ubiquitous disruptive innovations and technologies, frequently changing consumer behaviour, and evolving market dynamics in Kenya, have compelled television stations to constantly explore innovative ways to achieve long term business sustainability. Firms must be ambidextrous; balancing the tensions of excelling in current businesses while exploring opportunities for future growth. This requires top leadership teams that are well suited to the challenge of steering organisations in disrupted business contexts. This paper investigated the effect of top management team characteristics on the linkage of strategic agility and sustainable competitive advantage of licensed television stations in Kenya. Methodology: A descriptive cross-sectional survey was employed and primary data was collected using a semi-structured questionnaire. Data from 210 licensed television stations that were operational at the time of the study was analysed using structural equation modelling (SEM). Findings: The results of the study indicated that strategic agility had a positive and significant effect on sustainable competitive advantage of licensed television stations in Kenya. Further, top management team characteristics were a mediator on the nexus between strategic agility and sustainable competitive advantage, as well as a predictor variable of sustainable competitive advantage of licensed television firms in Kenya. Unique Contribution to Theory, Practice and Policy: The research was underpinned by the dynamic capabilities, resource-based view and upper echelons theories. The implication is that, to achieve sustainable competitive advantage, it is crucial for the top management team to possess specific attributes, including a balanced mix of both young and experienced members, diversity in functional backgrounds (especially those with knowledge of disruptive technologies and innovations), varying educational levels, and a mix of long-tenured and new managers.

Knowledge Organization Capability and Competitiveness of Chartered Public Universities in Kenya

Purpose: Knowledge has increasingly become one of the most critical determining factors for organizational competitiveness. In order to acquire and sustain a competitive advantage, it is vital for an organization to develop effective strategies that foster knowledge creation, transfer and integration in the performance of the organization. Knowledge organization refers to activities such as document description, indexing, and classification that provide systems of representation and order for information and knowledge materials. The purpose of this study was to establish the relationship between knowledge organization capability and competitiveness of chartered public universities in Kenya. Methodology: The study adopted a descriptive design. The population of the research consisted of 31 chartered public universities authorized to operate in Kenya as at December 2020. The study adopted a census methodology while purposeful and convenient sampling was adopted to select respondents amongst the middle level management staff. The study used both secondary and primary data. A self-administered questionnaire was used as the primary data collection instrument. Out of 155 questionnaires that were sent out, 123 were filled and returned. Statistical Package for Social Studies (SPSS) was used for data analysis. The study used regression model to estimate the level of significance which yielded a positive and significant influence of knowledge organization capability on competitiveness of chartered public universities in Kenya. Findings: The findings indicate that organizational initiatives such as effective knowledge collaboration and utilization, deployment of information technology systems that support knowledge organisation and easy access to information and data contribute to a healthy environment conducive for knowledge management. Owing to the foregoing, the study concluded that knowledge organization capability had a significant positive impact on competitiveness of chartered public universities. Unique Contribution to Theory, Practice and Policy: The study recommended that public universities needed to embrace knowledge organization capability in order to obtain sustainable competitive advantage.

Impact of Corporate Entrepreneurship and Market Orientation on the Performance of Small Medium-Sized Enterprises in Ibadan Nigeria

The performance of Small and Medium-Sized Enterprises (SMEs) is pivotal to economic development, particularly in emerging economies like Nigeria. This paper explores the intersection of Corporate Entrepreneurship (CE) and Market Orientation (MO) and their collective impact on the performance of SMEs in Ibadan, Nigeria. Two research questions were raised, and two hypotheses were tested. The study employed the survey research design with five hundred and forty-six (546) respondents as subjects. Representative SMEs were purposively selected from each of the 11 local government areas in Ibadan Metropolis. Primary data was employed using the questionnaire to elicit information from the respondents. Data collected were analysed using Canonical Correlation and Multiple Regression. Findings indicated a combined impact of CE and MO on the performance of SMEs with a Canonical Correlation of 0.510 at p < 0.0. The results also showed that corporate innovation, corporate pro-activeness, risk taking, entrepreneurial culture, intelligence generation, intelligence dissemination and responsiveness using Multiple Regression jointly predicted SMEs performance at F = 19.501; R= .450, R2 = 202, Adj. R2 = .192; P < 000. Based on these results, it is recommended that SMEs should emphasise the practices of CE and put more effort into market research specifically to make confident, progressive business decisions based on market development and market entry opportunities that can lead to sustainable competitive advantage and superior organisational performance.

Talent Management in the Era of Digital Transformation: Challenges and Prospects

This article explores the intricate landscape of talent management in the context of digital transformation, highlighting the associated challenges and prospects that organizations face. Utilizing a qualitative approach, the study employs a comprehensive literature review and library research to synthesize existing knowledge on the evolving role of talent management in a rapidly changing digital environment. The findings reveal that digital transformation significantly impacts recruitment, retention, and development strategies, necessitating a shift in traditional talent management practices. Organizations must adapt to technological advancements and changing workforce expectations, embracing new tools and methodologies to effectively engage and develop talent. Key challenges identified include the skills gap, resistance to change, and the need for continuous learning and development. Conversely, the prospects for enhancing employee engagement and fostering innovation through strategic talent management practices are promising. The study concludes that organizations must adopt a proactive and adaptive approach to talent management, ensuring alignment with digital transformation initiatives to achieve sustained competitive advantage. This research contributes to the ongoing discourse on talent management by providing valuable insights into the interplay between digital transformation and effective talent strategies, offering practical recommendations for practitioners and scholars alike.

Leveraging Digital Resources: A Resource-Based View Perspective

In today's rapidly evolving digital landscape, organisations are challenged to strategically deploy digital resources to secure competitive advantage. Drawing upon the Resource-Based View (RBV) theory, this paper explores the intricate interplay between digital resources and organisational success. Through thematic analysis of empirical literature, the study delves into key facets such as data utilisation, digital platforms, technological capabilities, talent management, agility, and strategic partnerships. Methodologically, qualitative research techniques, notably thematic analysis, are employed to synthesise existing research findings. The study uncovered that human capital is pivotal in propelling digital transformation and fostering innovation. Organisational success in the digital era relies on implementing effective methods for managing digital talent, including recruiting, training, and keeping workers with digital competence. The study also highlights the strategic significance of digital resource utilisation within the RBV framework. Finally, the paper presents practical implications for organisational leaders seeking to harness digital resources effectively to achieve sustainable competitive advantage in the digital era. Findings underscore the strategic importance of digital resource utilisation in enhancing organisational competitiveness and driving long-term growth. The study contributes to understanding how organisations can optimally leverage digital resources within the RBV framework.

The importance of competitive potential in building the international competitiveness of food industry companies: Evidence from Poland.

The economic and social changes taking place in the environment mean that the conditions in which enterprises operate and compete are changing and demanding. This also applies to food industry enterprises, the economic importance is emphasized by many economists. The literature on this subject lacks research on the current factors influencing the competitiveness of food industry enterprises. Thus, the aim of the study was to adopt a multidimensional assessment of the importance of selected components of competitive potential in building the international competitiveness of food industry enterprises. The following research hypothesis was adopted: the key components of the competitive potential of food industry enterprises are intangible. To achieve the main goal and verify the research hypothesis, the empirical study uses information collected using a CATI survey among representatives of food industry enterprises in Poland. The analysis used descriptive statistics, the Mann‒Whitney test, the Kruskal‒Wallis test and exploratory factor analysis, which are rarely used in research on competitiveness. Research has shown that the most important component of competitiveness is intangible assets. The punctuality of deliveries, product quality, company image and relations with suppliers and recipients play special roles. According to factor analysis, four general factors related to competitive potential were distinguished: internal competences and activities, material resources, marketing and clusters, and the market. The results of the study fill a knowledge gap related to the current competitiveness factors of food companies. On a practical level, identifying competitive potential helps improve the ability to compete, better adapt to the environment and gain a sustainable competitive advantage in international markets.

Model Sustainability Competitive Advantage for Manufacturing SMEs: A Structural Equation Modelling Approach

This study aims to analyze the influence of strategic drivers on cleaner production and increasing the sustainable competitiveness of manufacturing Small and medium-sized enterprises (SMEs) in Indonesia. The manufacturing SMEs studied were the Batik cloth and clothing industry. The number of samples in this research was 365 Batik SME entrepreneurs in Indonesia, taken using a purposive sampling method. The analysis data used is Partial Least Square-Structural Equation Modelling (PLS-SEM). This study found that strategic drivers, namely entrepreneurial orientation and management knowledge orientation, directly affect cleaner production and indirectly affect the sustainable competitive advantage of Batik SMEs in Indonesia. Cleaner production, innovation capabilities, and business networks directly influence the sustainable competitive advantage of Batik SMEs in Indonesia. This research contributes to developing a model of sustainable competitive advantage in SMEs using a strategic driver and environmental sustainability approach. This article aims to study the factors influencing sustainable competitive advantage in manufacturing industries in developing countries.

How green HRM practices foster green competitive advantage through big data analytics capability and are amplified by managerial environmental concern

PurposeIn today’s business landscape, drawing upon the critical role of environmental sustainability, this study investigates the intricate relationship between green human resource management practices (GHRMP), big data analytics capability (BDAC), green competitive advantage (GCA) and environmental performance (EP), further moderated by managerial environmental concern (MEC).Design/methodology/approachThis study employs a quantitative approach using the latest version of SmartPLS 4 version 4.0.9.6 on a data sample of 467 participants representing a diverse range of manufacturing SMEs. Data were collected from managers and directors using a structured questionnaire and analyzed using structural equation modeling (SEM). This study contributes to the existing knowledge by integrating GHRMP and BDAC within the GCA framework, providing a comprehensive understanding of how these practices enhance SME`s sustainability.FindingsThe findings provide valuable insights into the manufacturing sector, aiming to enhance SMEs' green competitive advantage. Implementing GHRMP fosters environmental awareness within the workforce, and building BDAC allows for effectively translating that GHRMP into actionable insights, maximizing the potential for achieving GCA. Furthermore, recognizing MEC’s moderating role strengthens positive environmental outcomes associated with GCA. The findings confirm that GHRMP and BDAC are valuable resources and key drivers contributing to competitive advantage in sustainability of enterprises.Practical implicationsFor SMEs, our findings suggest that strategically integrating GHRMP with BDAC not only boosts environmental stewardship but also improves operational efficiency and market positioning. This research outlines actionable steps for SMEs aiming to achieve sustainability targets while enhancing profitability. This research provides actionable insights for SMEs in strategic decision-making and policy formulation, aiding SMEs in navigating the complexities of sustainable development effectively.Originality/valueThis study contributes to the existing knowledge by integrating GHRMP and BDAC within the GCA framework, providing a robust theoretical explanation of how HRM practices and BDAC help SMEs gain green competitiveness. The implication of this study reveals that SMEs implementing and integrating green HRM practices with advanced data analytics are more likely to gain competitive advantage. This study draws theoretical support from the resource-based view (RBV) theory, positing that a firm’s sustainable competitive advantage stems from its unique and valuable resources and capabilities that are difficult for competitors to imitate or substitute.

Role of digital transformation for sustainable competitive advantage of SMEs: a systematic literature review

Role of digital transformation for sustainable competitive advantage of SMEs: a systematic literature review

Creating a Sustainable Competitive Advantage: The Roles of Technological Innovation, Knowledge Management, and Organizational Agility

Creating a Sustainable Competitive Advantage: The Roles of Technological Innovation, Knowledge Management, and Organizational Agility

Leveraging Innovation Capability and Organizational Resilience for Business Sustainability Among Small and Medium Enterprises: A PLS-SEM Approach

The purpose of this study is to investigate the effect of innovation capability on business sustainability in Nigerian small and medium-sized enterprises (SMEs), as well as consider the effects of organizational resilience, sustainable competitive advantage, and environmental dynamism as mediators in succession. A quantitative approach was adopted to collect data from 401 employees in SMEs in the Lagos Metropolitan Area of Nigeria. We conducted the analysis of the collected data using the partial least squares approach (PLS-SEM). This research establishes that innovation capabilities are beneficial for ensuring business sustainability. The findings further corroborate the importance of sustainable competitive advantage and environmental dynamism for business sustainability. Finally, the results show that environmental dynamism is important for helping small business owners sustain their businesses and increase their innovation capabilities. Similarly, the indirect paths also showed that resilience organizations, like SMEs, play a role in the paradigm. However, businesses can benefit from this study’s findings by crafting strategies that adapt more quickly to changing market dynamics and capitalize on emerging possibilities. This way, businesses may take the necessary measures to stay ahead of the competition while guaranteeing sustainability. Even though the heuristic model emphasizes originality, the current research on how to successfully link innovative capacity to sustainability and build sustainability in dynamic environments is sparse.

ESG Performance and Enterprise Competitive Advantage Construction: A Case Study of Walmart

This essay opens with an in-depth discussion of the growing importance of ESG concepts in modern corporate management and highlights their significant role in promoting long-term corporate value creation. With the increasing global focus on sustainability, ESG concepts have become an integral part of corporate strategic planning and operational decision-making. Next, this article selects the global retail giant Walmart as a case study and uses SWOT analysis and other management tools to analyse in detail how Walmart has effectively constructed and consolidated its competitive advantages in the highly competitive market through the implementation of an active ESG strategy. The article specifically describes Walmart's practices on several ESG dimensions, including but not limited to the implementation of environmental protection measures, active support to the community, the enhancement of employee welfare, and the optimisation of corporate governance structure. In terms of environmental protection, Walmart has significantly reduced the environmental impact of its operations through measures such as reducing carbon emissions, improving energy efficiency and promoting sustainable products. In terms of community support, the company has strengthened its ties with local communities and enhanced its brand image through various community programmes and charitable activities. Employee well-being has been achieved through improved working conditions and career development opportunities, which have not only increased employee satisfaction but also enhanced the company's attractiveness. The article concludes by summarising the important contribution of Walmart's ESG practices to the company's sustainability and long-term competitive advantage and suggests possible future strategic directions and recommendations for Walmart in ESG based on current market trends and company performance. These recommendations are intended to provide valuable references and insights for Walmart and other companies in their future strategic planning and decision-making processes, especially in terms of how to balance economic efficiency and social responsibility to achieve long-term sustainable development. However, due to the limitation of data and the depth of research on Walmart ESG, the article still has limitations.

How does green manufacturing enhance corporate ESG performance? — Empirical evidence from machine learning and text analysis

Green manufacturing, widely recognized as a crucial avenue for companies to achieve sustainable competitive advantages, exerts significant spillover effects on both environmental protection and social responsibility. Accordingly, this can significantly enhance corporate Environmental, Social, and Governance (ESG) practices and enhance overall ESG performance. This study focuses on Chinese A-share listed firms between 2009 and 2022, characterizing their ESG performance. Employing quasi-natural experimental methods, this research evaluates the causal relationships and specific channels through which green manufacturing enhances corporate ESG performance. The findings demonstrate that green manufacturing significantly empowers companies to strengthen their ESG performance. Channel analysis indicates that enhanced green innovation capabilities and the reduction of financing constraints constitute two critical channels through which green manufacturing facilitates ESG performance improvement. Further analysis indicates that all three subsystems in the green manufacturing system significantly empower companies to enhance ESG performance to varying degrees, with the most significant empowerment effect observed in the environmental dimension of ESG performance. The analysis below indicates that the enhancement of corporate ESG performance yields dual benefits, reflected in both economic gains and reputational enhancements.

A Study on Customer Behavior in Online Dating Platforms: Analyzing the Impact of Perceived Value on Enhancing Customer Loyalty.

Customer loyalty is critical for organizations to gain market share and maintain a sustained competitive advantage. However, no study has yet explored customer loyalty in online dating platforms. Perceived value theory suggests that perceived value is a key predictor of customer loyalty. Accordingly, this research constructed a conceptual model drawing on a multidimensional perspective of perceived value to explore customer loyalty in online dating platforms and investigated the mediating role of satisfaction. By quantitatively analyzing 352 customers who had experienced online dating platforms and utilizing structural equation modeling (SEM) to examine the relationships among propositions, the research demonstrated a strong positive correlation between perceived value, satisfaction, and loyalty, and a notable indirect impact on loyalty through satisfaction. In addition, the experiential value dimension of perceived benefits had the most positive and substantial influence on perceived value, while the perceived risk dimension of perceived sacrifice had the most negative and notable impact on perceived value. The results of the study provide designers, managers, and vendors of online dating platforms with valuable insights into customer behavior and practical recommendations for improvement, helping them to develop more effective strategies to enhance market competitiveness and ensure the sustainability of their platforms.

Driving sustainable competitive advantage in banking: The role of transformational leadership and digital transformation in organizational agility and corporate resiliency

AbstractObjectivesContinuous adaptation and innovation are critical for sustaining a competitive edge in the dynamic and technology‐driven banking sector. This study explores the impacts of transformational leadership and digital transformation on organizational agility and corporate resiliency, and how these factors contribute to sustainable competitive advantage in the banking sector.MethodologyA quantitative approach utilizing a survey method was implemented for the research, which included a sample of 185 units comprising the head office, branch offices, and sub‐branch offices of Regional Banks in Indonesia. Data analysis was conducted using PLS‐SEM with second‐order constructs.FindingsThe results reveal that transformational leadership significantly enhances organizational agility but does not significantly impact corporate resiliency or sustainable competitive advantage. Digital transformation significantly improves both organizational agility and corporate resiliency, yet its effect on sustainable competitive advantage is insignificant. Moreover, organizational agility significantly influences both corporate resiliency and sustainable competitive advantage. Additionally, corporate resiliency makes a significant contribution to sustainable competitive advantage.ConclusionThe study underscores the critical role of transformational leadership and digital transformation in enhancing organizational agility and resiliency. These elements are pivotal in sustaining competitive advantages in the rapidly evolving banking industry.ImplicationsThis research underscores the strategic importance of banks investing in leadership development and digital initiatives to enhance organizational agility and corporate resiliency, which are crucial for maintaining a sustainable competitive advantage.

Organizational purpose and employee motivation: an fsQCA analysis

PurposeOrganizational Purpose (OP) has become increasingly important in the organizational context. This research focuses on how OP can contribute to employee motivation, using personal and institutional OP factors and considering the importance of employee motivation toward organizational success.Design/methodology/approachTo conduct the research, we selected a branch of a leading multinational company in the chemical sector. Based on data collected through a questionnaire sent out to employees and using fuzzy-set Qualitative Comparative Analysis (fsQCA), we identified combinations of individual and institutional OP factors leading to high (or low) employee motivation.FindingsThe results reveal that individual and institutional OP factors synergistically promote high employee motivation. The employees' contribution to the OP and the integrity of the organization’s leadership are two key motivating factors.Practical implicationsOrganizations struggle to develop sustainable competitive advantages in an ever-competitive environment. Focusing on the “why” instead of the “how” may help organizations differentiate and achieve higher employee motivation. This research clarifies how to turn purpose into an asset to improve employee motivation.Originality/valueThe conclusions highlight the need to share the OP through leadership actions and the importance of helping workers recognize the OP and its values, integrate them into their actions and feel how they contribute to its achievement.

Interactive Marketing Measurement According To Sustainable Competitive Advantage Goals: A Scale Development

Purpose: The objective of this study is to create an interactive marketing model that aligns with the commercial development strategies of mobile phone operators in Iraq. Theoretical framework: Recent literature has reported good results on the new design of the interactive marketing model that is compatible with the development of work in the Iraqi mobile phone companies in the research sample. Design/methodology/approach: Mobile phone companies in Iraq (Asia Cell, Zain, Korek) were chosen as a field for the application, and a purposive research sample consisting of (35) people was chosen from the human resources of the aforementioned companies. Questions prepared for this purpose were adopted as a tool for obtaining data, while the (Atlas-ti) program was used. Statistician in entering and analyzing research data. Findings: The volume of research has been increasing over the past 20 years, although there are only a few reference authors, institutions and journals contributing to the unification of topics. The researchers were able to design an interactive marketing model that simulates the environment and reality of mobile phone companies in Iraq. Research, Practical & Social implications: We suggest a future research agenda by highlighting the contributions made to designing marketing models to suit the environment in which companies of various types operate. Originality/value: Originality/value: The results indicated a proposal for a new interactive marketing model through which we hope to contribute to adding marketing services to companies operating in the Iraqi telecommunications sector.

DIGITAL TRANSFORMATION AS A TRIGGER FOR MODIFICATION OF DEVELOPMENT STRATEGIES AND BUSINESS MODELS OF COMPANIES IN THE CONTEXT OF THE FORMATION OF GLOBAL DIGITAL PLATFORMS AND HYPERCOMPETITION

The article describes the problem that in the context of digital transformation enterprises, especially those with a traditional business model, face both great opportunities and challenges. The competition is intensifying, turning into hyper-competition, which implies the search for new tools to win customer loyalty and accelerate innovation processes. The article provides a generalization of adequate strategies for the development of enterprises based on the use of information technology, studying the effects of digital transformation on competition and on various forms of digital inequality at the micro and meso levels, including the background of the proliferation of global digital platforms. Digital transformation involves 3 stages - digitization, digitalization, digital transformation itself; it involves changes in enterprise strategies, organizational structure, information technology, supply chains, marketing, development of own digital platforms, market diversification, co-creation. For a successful digital transformation, companies need to build a fundamentally new set of assets, including IT infrastructure, Big Data, AI, IoT and blockchain, digital flexibility, digital network capabilities, cloud solutions, etc. Different types of companies have their own peculiarities of digital transformation. In a hypercompetitive environment, it is more difficult to maintain the company's performance trends due to the change in competition patterns to rivalry patterns, which are characterized by shorter product life cycles and an accelerated pace of innovation. This means that hypercompetition reduces the ability of firms to create sustainable competitive advantages, calling into question, if not the validity, then at least the usefulness of using a resource-based strategy. This thesis is especially important in the context of digital transformation, because it quickly depreciates the strategic assets of traditional companies. A global challenge for all businesses is the development of digital platforms that have evolved into global social and technical intermediaries and business organizations that not only connect users, but also provide the basic infrastructure for doing business. Their control over access to technology allows them to create global networks for the transfer of data and capital, controlling access to important resources, while strengthening their dominance through increased control over technology and data, which digital platforms turn into a key asset that drives the financialization process. Digital platforms are contributing to the globalization of competition between employees and governments and increasing hypercompetitive conditions, which is challenging companies with traditional business models to survive and grow, as the risks of massive bankruptcies increase, which in turn exacerbates digital inequality at both the micro and meso levels.

Strategic innovation in business models: Leveraging emerging technologies to gain a competitive advantage

This review paper critically examines the role of strategic innovation in business models, with a focus on how emerging technologies can be leveraged to gain a competitive advantage. By synthesizing existing literature, the paper explores the transformative potential of technologies such as artificial intelligence, blockchain, and the Internet of Things (IoT) on traditional and contemporary business models. The review identifies key patterns and trends in how businesses across various industries are integrating these technologies to enhance their value propositions, streamline operations, and create new revenue streams. The findings suggest that companies that successfully incorporate emerging technologies into their business models are better positioned to outpace competitors and adapt to the rapidly changing market landscape. The paper also discusses the challenges and barriers to technology adoption, such as high implementation costs, skill gaps, and organizational inertia, offering insights into strategies that can mitigate these obstacles. The paper underscores the importance of strategic innovation as a critical driver of sustained competitive advantage in the digital era. It highlights that leveraging emerging technologies is not merely an option but a strategic necessity for businesses aiming to thrive amidst ongoing technological disruption. By embracing these innovations, companies can significantly transform their business models, unlock new opportunities, and secure long-term success. Keywords: Business Model Innovation, Emerging Technologies, Sustainable Practices, Strategic Innovation, Partnerships, Open Innovation, Circular Economy, Organizational Agility, Continuous Improvement, Competitive Advantage, Digital Transformation, Market Adaptation, Technological Integration, Collaborative Innovation, Resilient Business Models.