The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation

1999 ◽  
pp. 3-23 ◽  
Author(s):  
R GRANT
Keyword(s):  
Competitive Advantage ◽  
Strategy Formulation ◽  
Resource Based Theory

Online privacy as an integral component of strategy: allaying customer fears and building loyalty

2020 ◽  
Vol 41 (5) ◽  
pp. 47-56 ◽  
Author(s):  
Gajendra Liyanaarachchi
Keyword(s):  
Competitive Advantage ◽  
Privacy Protection ◽  
Corporate Strategy ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Qualitative Research Study ◽  
Customer Expectation ◽  
Competitive Disadvantage ◽  
The Relationship

Purpose This paper aims to demonstrate how building competency in privacy can be used to transform the corporate strategy to generate a sustainable competitive advantage. A novel framework is presented as a guide to redesigning strategy by striking a balance between customer expectation and organizational objectives. In doing so, the paper offers four possible outcomes of accommodation, accumulation, association and affiliation, providing illustrations to each scenario for strategy formulation. Design/methodology/approach The relationship between privacy paradox and corporate strategy was examined through a qualitative research study. The author conducted 30 in-depth interviews on grounded theory methodology investigating customer insights on the nature and extent of privacy protection associated with e-commerce and organizational approach. Findings The customers are dissatisfied with existing data security strategies adopted by firms in protecting privacy. The over-reliance on systems has negatively influenced the communication between the organization and customers, leading to a possible competitive disadvantage. The firms need to redesign privacy strategy shifting from a system-driven approach to providing personalized service. Originality/value This paper presents a novel framework the privacy strategy matrix (PSM), introducing privacy as a strategic expedient in transforming corporate strategy facilitating privacy protection as a metaphor for differentiation. PSM framework provides a standard to evaluate the effectiveness of the corporate strategy in managing privacy manifesting a path toward deriving a sustainable competitive advantage.

Leveraging Cognition for Competitive Advantage: A Knowledge-Based Strategy Process

2004 ◽  
Vol 03 (03) ◽  
pp. 259-272 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Practice ◽  
Competitive Advantages ◽  
Strategy Formulation ◽  
Knowledge Based ◽  
Strategy Process ◽  
Cognition And Learning ◽  
The Individual

The organisation that wants to build competitive advantages has to create and leverage its capabilities. One of the central bases for achieving competitive advantage is the organisational capability to create new knowledge and transfer it across various levels and parts of the organisation. Because knowledge is central to strategy formulation and implementation, knowledge management has become a key strategic task facing managers for achieving success in today's complex and dynamic environments. A major challenge facing strategic management is engineering and managing the individual and group level knowledge that facilitates better strategies and invokes commitment. A knowledge management based model of strategy formulation process is presented. Traditional strategy frameworks are evaluated and a comprehensive cognition and learning centered strategy framework is suggested as a better model of strategy formulation and implementation for achieving competitive advantage. The implications of the knowledge-based approach for strategic management practice and research are highlighted.

scholarly journals Strategic formulation process in pharmaceutical franchise

2015 ◽  
Vol 14 (4) ◽  
pp. 78-92
Author(s):  
Guilherme Smaniotto Tres ◽  
Marcel Lima Ribeiro Dantas ◽  
Diego Philipe de Oliveira Godeiro ◽  
Afrânio Galdino de Araújo
Keyword(s):  
Pharmaceutical Industry ◽  
Competitive Advantage ◽  
Three Dimensions ◽  
Organizational Strategy ◽  
Strategy Formulation ◽  
Strategic Process ◽  
Franchise Networks

Understand how the strategist formulates the organizational strategy is a key part to better understand how organizations achieve and maintain their competitive advantage. The aim of this study is to identify how the process of formulating the strategy from the individual's perspective is on a pharmaceutical industry franchises. Therefore, was considered the three dimensions of the strategy formulation process of De Witt and Meyer. The results confirm the existence of paradoxes in the strategic process, and suggest, for this sample, that executives formulate predominantly creative strategies, emerging and that there is a balance between evolutionary and revolutionary changes strategies. This article may, by identifying how franchisor and franchisees formulate their strategies, help to determining the appropriate strategies in the context of franchise networks.

scholarly journals LEVERS OF CONTROL DAN KEUNGGULAN BERSAING: APAKAH PENGENDALIAN MANAJEMEN SEBUAH SISTEM?

2020 ◽  
Vol 20 (2) ◽  
pp. 221
Author(s):  
Agnes Utari Widyaningdyah
Keyword(s):  
Competitive Advantage ◽  
Environmental Uncertainty ◽  
Manufacturing Companies ◽  
Resource Based View ◽  
Antecedent Variable ◽  
Levers Of Control ◽  
Resource Based Theory

<p><em>This study investigates the effect of Levers of Control (LoC) on competitive advantage with business environmental uncertainty as an antecedent variable. LoC as a form of company capability in facing environmental uncertainty is a source of company competitive advantage. Based on the resource-based theory, this research was conducted against the background of the decline in competitiveness of manufacturing companies in Indonesia during 2013-2018. The model of using LoC as a system outperforms the model of using LoC as a package to overcome business environmental uncertainty and to improve the companies’ competitive advantage. As a system, the LoC has interplay between the levers so that it can be of full use in realizing a competitive advantage.</em><em></em></p><p><em>Levers of Control (LoC); Competitive Advantage; Business Environmental Uncertainty; Resource-based View</em><em></em></p>

scholarly journals The Competitive Cohort: An Extension of Strategic Understanding

1970 ◽  
Vol 28 (2) ◽  
pp. 97-122
Author(s):  
Gerald Flint ◽  
David Van Fleet
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Strategic Group ◽  
Organizational Goals ◽  
Sustained Competitive Advantage

The use of referent others to establish the concept of competitive cohortsis presented as a way to extend the understanding of strategic decision making inorganizations. The competitive cohort concept does not replace other perspectivesof the firm, industry or strategic group definitions, strategy formulation, or decisionmaking, but rather, helps in understanding how organizational goals are establishedand performance is shaped and measured. The use of the competitive cohort conceptmay also give a new coherency in and view of the concepts of competitive advantageand sustained competitive advantage.

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