Hotel Innovation and the Creation of Competitive Advantage

2019 ◽  
pp. 135-144 ◽  
Author(s):  
Georgia Yfantidou ◽  
Eleni Spyridopoulou ◽  
Thekla Chatzigeorgiou ◽  
Paraskevi Malliou
Keyword(s):  
Competitive Advantage ◽  
The Creation

scholarly journals Competitive Advantage Based on Human Capital and its Impact on Organizational Sustainability: Applied Study in Jordanian Telecommunications Sector

2017 ◽  
Vol 7 (1) ◽  
pp. 64 ◽  
Author(s):  
Abdul Azeez Badir Alnidawi ◽  
Abdul Sattar Husien Alshemery ◽  
Manal Abdulrahman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Capital Investment ◽  
Organizational Sustainability ◽  
Business Organizations ◽  
Continuous Change ◽  
Business World ◽  
The Creation ◽  
The Impact ◽  
Telecommunications Companies

The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company’s mission and vision of the future. 

Creating Competitive Advantage in Scottish Family Businesses

2010 ◽  
pp. 230-251
Author(s):  
Claire Seaman ◽  
Stuart Graham
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Family Business ◽  
Future Development ◽  
Business Environment ◽  
Family Businesses ◽  
High Quality ◽  
Diverse Environment ◽  
The Creation

This chapter seeks to consider both the role that knowledge transfer may have in family businesses and the different manners in which knowledge transfer may take place within this diverse environment. The economic, social and community importance of family businesses within Scotland is considered, alongside the different manner in which family businesses commonly operate and the implications for knowledge transfer. The importance of knowledge transfer in the creation of competitive advantage within a family business environment and the relatively limited nature of research in this area are explored, highlighting the need for further research both to support the on-going development of a strategy for family businesses in Scotland and to facilitate future development of high quality knowledge transfer. Key to all of this, however, is an increased understanding of what is meant by knowledge transfer and the breadth of ways in which it happens.

Destination's Image and Tourism Experiences

2022 ◽  
pp. 22-43
Author(s):  
Gökhan Akel
Keyword(s):  
Competitive Advantage ◽  
Behavioural Intention ◽  
Destination Image ◽  
Effective Strategy ◽  
Tourism Destination ◽  
Tourism Destinations ◽  
The Creation

The development of world tourism and the increase in the number of tourism destinations has led to the development of competition. Therefore, to gain a competitive advantage, efforts to create a destination image have gained importance. It is necessary to create an image for the destinations and communicate this image clearly to the visitor. An accurate and effective strategy should be pursued in the creation of the destination image, and the impression and perception that will create behavioural intention should be given importance. It is very important to include tourism experiences because of the undeniable necessity of managing and marketing services and experience in tourism. Destination image consists of the sum of the information individuals have about a region, their experiences, and impressions. Therefore, effective and efficient use of tourism experiences is very important for a positive destination image.

A Prototype E-Business Model to Create a Competitive Advantage in SMEs

2009 ◽  
pp. 1853-1869
Author(s):  
S. Pavic ◽  
M. Simpson ◽  
S. C. Lenny Koh
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Case Studies ◽  
Business Model ◽  
Organisational Culture ◽  
Business Strategies ◽  
Ict Use ◽  
The Creation ◽  
The Uk

This study explores new ways for SMEs to create a competitive advantage through the use of e-business. It examines the level of ICT use in SMEs and identifies the drivers and barriers which owners/managers face in adopting e-business. Furthermore, it explores the degree of awareness amongst SMEs of the opportunities available to them for developing their employees, their business strategies, and their attitudes toward the range of initiatives and options, on the use of e-business. Industry behaviour and organisational culture in relation to the creation of competitive advantage through e-business also are explored. Case studies and literature review are used to collect information from and about SMEs in the UK. The results of these are employed to propose a prototype business model, named CATE-b – “Competitive Advantage Through e-business.”

scholarly journals The Impact of the Application of Social Responsibility on the Creation of a Competitive Advantage for Jordanian Private Universities

2016 ◽  
Vol 11 (9) ◽  
pp. 166
Author(s):  
Sima Ghaleb Magatef
Keyword(s):  
Social Responsibility ◽  
Competitive Advantage ◽  
Local Community ◽  
Private Universities ◽  
Hierarchical Cluster ◽  
High Scale ◽  
The Creation ◽  
The Impact

<p>This study seeks to identify the impact of the application of social responsibility on the creation of a competitive advantage. The study has been applied on Jordanian private universities. 200 copies of the questionnaire were distributed over managers and officials at these institutions. 82% of the 164 questionnaires which were distributed over the study sample ware recovered. A group of social responsibility dimensions represented by the local community, employees, customers (students at private universities), the environment and studying its impact level on the creation of competitive advantage for Jordanian private universities have been focused upon.</p><p>The hierarchical cluster has been used, where universities have been divided into groups. The results show that the first group of private universities uses social responsibility at a high and notable scale, while the second group uses social responsibility at a low scale. The results show that the group using social responsibility at a high scale, its competitive advantage is high, while the second group which uses social responsibility at a low scale, its competitive advantage is low.</p><p>The study demonstrates the importance of social responsibility and the interest of Jordanian private universities to apply it for its positive and clear impact on the creation of a competitive advantage in the market.</p><p> </p>

scholarly journals Driving Innovation Through Transformative HRM

2020 ◽  
Author(s):  
Tatjana Jovanović ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Corporate Culture ◽  
Talent Management ◽  
Multinational Companies ◽  
Academic Experience ◽  
The Creation

In a World that is constantly and rapidly changing, innovation is found to be one of the very few sources of competitive advantage. Under such circumstances, it is of utmost importance to create foundation, a competitive base, which will enable innovation from within. This paper provides a portfolio of practical initiatives and discusses how they can drive and move forward company's transformation through the creation of a corporate culture that backs up innovation - all based on a combination of practical and academic experience obtained through the author’s broad professional engagement in multinational companies over many years. Particular emphasize is placed on a number of showcases in transformative human resource management that illustrate how, in practical terms, architecture of employees’ engagement and talent management could be established within an organization to drive a critical impact on the organization’s ability to create a sustainable company-wide culture of innovation.

scholarly journals Structural capital management creates sustainable competitiveness and prolonged first-mover advantage

2005 ◽  
Vol 5 (1) ◽  
Author(s):  
C. R. Van Zyl
Keyword(s):  
Competitive Advantage ◽  
Brand Management ◽  
Sustainable Competitive Advantage ◽  
Capital Management ◽  
Efficient Management ◽  
First Mover Advantage ◽  
Loyal Customer ◽  
The Creation ◽  
Innovation Capital ◽  
First Mover

Structural (SC) capital is part of the intellectual capital that is owned by an organisation and its efficient and dedicated management is essential for the creation of shareholder value, sustainable competitive advantage, and prolonged first-mover advantage. SC consists of three types of capital, namely: innovation, organisational and process capital. Organisational capital consists of organisational culture, management philosophies etc. and has received a large amount of management attention. However, organisational capital is not as valuable towards the creation of sustainable competitiveness and first-mover advantage as innovation and process capital are. It is the purpose of this article to demonstrate how a thorough understanding and the efficient management of innovation and process capital enables organisations to achieve the afore-mentioned benefits. Innovation capital management consists primarily of patent and brand management, which are particularly important as patent management forms a high-margin justification for the implementation of organisation-wide intellectual property management, and the management of high-equity brands secures a loyal customer base and associative sustainable competitiveness and first-mover advantage benefits. Although not as obviously valuable as innovation capital, the article also explores the value that the efficient management of unique organisational processes and methodologies contribute towards the achievement of prolonged first-mover advantage and the provision of protection against competitor actions. This exploration involved an examination of contemporary literature, theories and business cases and subsequently revealed that SCM is a vital discipline/philosophy that must be implemented by any organisation wishing to achieve greater sustainable competitiveness. Innovation and process capital are of particular importance as these assets can be made tangible, leveraged and integrated into existing business operations to create unique, inimitable and sustainable competitive advantage.

scholarly journals Akuisisi dan Budaya Knowledge Sharing

2011 ◽  
Vol 2 (1) ◽  
pp. 505
Author(s):  
Nuril Kusumawardhani Soeprapto Putri
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
The Creation ◽  
Creativity And Innovation ◽  
A Company

Large companies which are experiencing barriers in innovation often take a radical step to acquire knowledge, namely acquisition. Though innovation is not the only reason, acquisition will result in the company wishes to achieve competitive advantage affected by the creation of ideas, creativity and innovation. The three points can be achieved more easily when the knowledge sharing within the organization / company runs well. However, the acquisition maybe impacts as a counter-attack for the knowledge sharing culture both in the acquisitor and and company which obtains the acquisition. Therefore, a key to succeed the acquisition is a sharing culture among individuals within a company that runs well or even better. Individuals from the acquisitor and those of the company that obtains the acquisition can adapt to each other and have confidence in order not to hinder them to share knowledge. This study discusses in detail the potential impacts of an acquisition upon a knowledge sharing culture in a company. 

Markets and the creation of competitive advantages in companies according to an internal marketing orientation

2021 ◽  
Vol 8 (10) ◽  
pp. 93-107
Author(s):  
Fouzi Tahar Abderzag ◽  
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Current Literature ◽  
Internal Marketing ◽  
Competitive Advantages ◽  
Continuous Growth ◽  
Marketing Orientation ◽  
The Creation ◽  
The Relationship ◽  
A Company

The objective of this study was is to examine the relationship between internal marketing orientation and the creation of competitive advantages and determine whether this is useful in light of the continuous growth in competition. For modern companies, competitive advantage has become a necessary and inevitable prerequisite for their continued survival in the market. Internal marketing policies, which are an element of modern marketing, have, therefore, become a pillar for building and sustaining competitive advantages. However, there is insufficient focus on strategic internal marketing and its impact on a firm’s competitiveness. Indeed, nuanced insights suggest that the competitive advantage of a company can actively increase its financial performance by maintaining and increasing its market share and distinguishing it from its competitors, which is especially useful during highly competitive periods. Finally, this research uses an updated approach to build on the current literature and provide managers with insights into the drivers and outcomes of strategic internal marketing. These insights about internal-marketing-driven competitive advantages suggest that internal marketing can help companies achieve diversification and stability.

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