View Of Competitive Advantage Research Articles

Pilar-pilar Keunggulan Kompetitif: Sebuah Pandangan Berbasis Sumber Daya

This article describes the economic activities that underlie a resource-based view of competitive advantage and integrate existing perspectives into a model of saving from resources and company performance. The essence of this model are the four conditions that underlie sustainable competitive advantage, all of which must be met. These include superior resources (heterogeneity in an industry), ex post limits to competition, imperfections in resource mobility, and limits before competition (ex ante limits to competition). In the concluding section, application models are discussed both for single business strategies and corporate strategies.

The interplay of product and process in skunkworks identity work: An inductive model

Research SummaryThe success of skunkworks often involves nurturing an identity at odds with the parent firm, which may cause de‐identification with the firm and hamper reintegration of team members post‐project. This identity work could lead to market success but organizational failure as skunkworks' members distance themselves from the parent firm tasking the innovation. To explore the when and how of identity work throughout a skunkworks' lifecycle, we studied a skunkworks at an international consumer products company over a 35‐month research window and through post‐hoc interviews some 15 years later. Using a grounded theory approach, we documented the interplay between product (needs) and process (decisions) over the skunkworks' lifecycle, and constructed an inductive model providing important insight to the micro‐foundations of the identity‐based view of competitive advantage. Managerial SummaryThis study examines how identity work unfolds over time in a skunkworks team created to spur breakthrough innovation. Such teams can develop a strong sense of identity that may in part involve opposition to the parent firm. While this can motivate the team to galvanize around the task at hand, such “othering” may cause de‐identification with the parent and hamper reintegration of team members after the skunkworks is dissolved. Thus, identity work within a skunkworks can lead to both market success and organizational failure. We ground our model in a 35‐month study of an international consumer products company, documenting the interplay between product (needs) and process (decisions) over the skunkworks' lifecycle. We provide prescriptions as to how to mitigate the possibility of these negative outcomes.

Mechanism of profit management at the enterprises in financial globalization conditions

Subject of research – conceptual, theoretical-methodological and scientific-practical principles of profit management at enterprises. Aim of research is to investigate and describe the mechanism, factors, reserves and ways to increase the profitability of enterprises of the national economy of Ukraine in the conditions of financial globalization. Methods of research. The article uses a set of methods of scientific research: statistical, historical, normative, analytical. From the methodological point of view, we note that this analysis refers to the period 2010-2017 years. Results of research. Having studied the ways to increase the profitability of enterprises in the market conditions, we can conclude that due to the lack of an effective business model for increasing the company's profitability in most of the enterprises of the national economy of Ukraine, there is a risk of shortfall in profits or even losses. It is argued that enterprises need to form an optimal business model for increasing profitability before performing financial and corporate activities in order to achieve the desired results. The problem is that many businesses use the concept of a business model and business strategy as interchangeable, which is not correct. Application of results. The results of this study can be applied in the practice of financial and economic activity of enterprises of the national economy of Ukraine. Conclusions. In order for the company to grow and profit, it is very important that it has a reliable business model as well as a competitive strategy on how to differ from competitors. It is important to combine business model analysis with strategic analysis when an enterprise develops and implements a new business model to protect the results of a transformed business model from the point of view of competitive advantage. This link involves segmentation of the market, creating value propositions for each segment, and developing a variety of "isolation mechanisms" that will help avoid simulating business models / business strategies by competitors. In order to create and maintain a competitive advantage, and thus increase the profitability of the enterprise, differentiated and difficult to immitate, at the same time effective design for the business model of the enterprise is very important.

Relationalism with Dominant Suppliers: Relational Advantage and Constraint

Based on the resource-based view (RBV) and the relational view of competitive advantage of firms, this research proposed a modification of the relational view by relaxing some of its requisite cond...

The Resource‐Based View of Competitive Advantage in Two‐Sided Markets

abstract Using two‐sided markets as a specific market context, we show that cross‐group network effects can turn the participants of a two‐sided network into critical resources. In two‐sided markets such as payment cards and personal computer operating systems, two groups of agents interact with each other via a common network platform; the value of joining the network for agents in one group depends on the number of participants in the other group. In these markets, resource heterogeneity is represented by different sizes of existing networks; resource accumulation possesses all five characteristics of asset‐stock accumulation summarized by Dierickx and Cool. The unique resource accumulation process provides an isolating mechanism for large networks to sustain their resource and competitive advantages. Using two dynamic systems models, we show that resource heterogeneity (i.e. varying initial network sizes) is a source of sustained competitive advantage for two‐sided networks and has significant impact on long‐term competition dynamics. The findings illustrate the importance of incorporating market context in the research of the resource‐based view of competitive advantage.

Achieving competitive advantage in the Mexican footwear industry

PurposeTo provide a systemic view of competitive advantage in small‐ and medium‐sized enterprises (SMEs). Gaining a competitive advantage involves a process that evolves over time and which considers the role of three factors: the entrepreneur, the firm's resources and capabilities and the supporting institutions.Design/methodology/approachThe case study method was selected as an exploratory research method. Many of the findings were based on secondary data while results were confirmed or complemented to some extent by primary data. Primary data were collected via an electronic questionnaire and semi‐structured telephone interviews with SMEs' owners in the Mexican footwear industry.FindingsChanges in the business environment may transform the grounds on which SMEs conduct their business. Consequently, adaptation, new relationships and creativity may emerge as a way to overcome scarcity of resources and/or difficulties in gaining access to resources that contribute to their competitive advantage.Research limitations/implicationsThe results present only a preliminary picture limited to the period 1985‐1999. Furthermore, most findings from the primary data refer to responses provided by medium‐sized enterprises so the position of small enterprises may need to be revised.Originality/valueFindings may pose interesting implications for entrepreneurs, policymakers and supporting institutions, for the way in which they work together and the impact this may have on SMEs' competitive advantage.

R&D NETWORKS AND INNOVATION CAPABILITIES: A CONTEXT-CONTINGENCY PERSPECTIVE.

The context-contingent view of competitive advantage suggests that firm-level performance depends on the interaction of internal capabilities and environmental conditions. This study evaluates whether, and when, a firm's differential access to heterogeneous, informationally rich R&D networks moderates this interactive relationship.

Knowledge, Performance, and Exporter Satisfaction

Managers' satisfaction with their exporting activities may significantly affect firms' future exporting behavior, yet it has been examined in few studies. Built on the theory of disconfirmation of expectation and the resource-based view of competitive advantage, we propose and test a model of exporter satisfaction that identifies three groups of antecedents to satisfaction. Background knowledge lays the foundation for developing export marketing expertise, which is directly responsible for export performance in terms of profitability and disconfirmation of prior expectations. Exporter satisfaction is proposed to be a function of performance. Empirical support was found for ten of the eleven hypothesized relationships.

Consumer evaluation and competitive advantage in retail financial services ‐ A research agenda

The primary objective of this paper is to formulate a research agenda in the area of consumer evaluation and competitive advantage in retail financial services markets. In order to achieve this objective, a brief exposition of the market‐led view of competitive advantage is provided, which emphasises the importance of the provision of “customer value” in the relevant market. The process of consumer evaluation of financial services offerings is then reviewed and potential problems in consumer understanding of some types of financial services offerings are highlighted. The implications of such problems for the formulation of value adding strategies are explored with reference to the conceptualisation of the financial service offering and in particular which elements of the offering may be particularly important in adding value in the eyes of consumers. Finally, propositions for research are developed and explored, with the aim of informing both academics and practitioners.

The cornerstones of competitive advantage: A resource‐based view

AbstractThis paper elucidates the underlying economics of the resource‐based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed.