“Environmental capabilities, proactive environmental strategy and competitive advantage: A natural-resource-based view of firms operating in India”

The purpose of this research is to evaluate the impact of proactive environmental strategy, competitive differentiation advantage & cost-leadership competitive advantage for the competitive, sustainable development of an organization in terms of its performances, for instance, product strategy, production, process & financial performances. We incorporated technological eco-innovation as a mediating factor & corporate image as a moderator between exogenous & endogenous variables. We have collected 798 responses from China, India, Pakistan, Bangladesh, United Arab Emirates, and Vietnam. For the data analyses, we employed a structural equation modeling-based multivariate approach and conditional process modeling. The novelty and significance of the undertaken study rested in multifaceted outcomes; for instance, the proactive environmental strategy, the competitive advantage of differentiation & competitive advantage of cost leadership have a significant & positive impact on the sustainable development of an organization in terms of its performances, for example, product strategic, production & financial performances. The findings further demonstrate that technological eco-innovation as a mediating factor & corporate image as a moderating factor played vital and significant influencers between exogenous and endogenous variables. Finally, the Toda- Yamamoto causality showed the two-ways directionality between exogenous & endogenous variables. The outcomes have provided critical practical and societal implications for the industry and society. The companies may incorporate the environment as a cornerstone in short & longterm strategies for sustainable development. On the other hand, organizations may provide an eco-friendly environment to society.

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INNOVATION DIFFUSION ANALYSIS FOR BIOFUELS AND BIOCHEMICALS

Sustainable Business International Journal ◽

10.22409/sbijounal2014.i44.a10228 ◽

2014 ◽

Author(s):

Jay S Golden

Keyword(s):

Competitive Advantage ◽

Natural Resource ◽

Fossil Fuels ◽

Traditional View ◽

Resource Based View ◽

Early Adopters ◽

Market Intelligence ◽

Sustainability Performance ◽

Important Input ◽

Regulatory Mandates

Objective As multi-national firms and governments are increasing the demand for biofuels and biochemicals through policies and incentives the implications of the adoption of these emerging technologies is underexplored. This research examines the role of sustainability as explored through a traditional view and a Natural Resource Based View and its implications for global supply chain management. Method An empirically derived model of innovation adoption for biological resources is presented incorporating Rogers and Shoemaker’s five attributes of innovations using two distinct theoretical lenses: the “Traditional” and the “Natural-Resource-Based-View” (NRBV) of the firm. Results In terms of an overall assessment, the NRBV provides a much more positive view of biofuels as an alternative to fossil fuels. In the traditional view, fossil fuels indeed appear to be more compatible, less complex, and much more familiar. Our analysis here provides an important input into market intelligence for industries considering a foray into the biofuels sector. Early adopters in this case will help to set the stage, and also be able to drive regulatory mandates and competitive advantage for biofuels and biochemicals as the landscape continues to evolve. They represent not only a technology that can help drive sustainability performance, but also competitive performance and strategic advantage. Conclusions Our analysis provides an important input into market intelligence for industries considering a foray into the biofuels / biochemicals sector. Early adopters in this case will help to set the stage, and also be able to drive regulatory mandates and competitive advantage for biofuels and biochemicals as the landscape continues to evolve. Biofuels / biochemicals represents not only a technology that can help drive sustainability performance, but also competitive performance and strategic advantage.

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Analisis Resources Based View (RBV) Studi Kasus: Pada Yayasan Pendidikan GKPS

Manajemen : Jurnal Ekonomi ◽

10.36985/manajemen.v2i1.305 ◽

2020 ◽

Vol 2 (1) ◽

pp. 1-17

Author(s):

Relahati Giawa ◽

Liharman Saragih

Keyword(s):

Competitive Advantage ◽

Resource Based View ◽

Purposive Sampling

Abstrak: Gereja Kristen Protestan Simalungun (GKPS) mengambil peran didalam membentuk, mendidik, dan mencerdaskan anak-anak bangsa dengan mendirikan Yayasan Pendidikan GKPS. Dalam melakukan tugas dan tanggung jawab tersebut Yayasan Pendidikan GKPS mempunyai berbagai strategi untuk boleh bersaing dengan yayasan pendidikan lainnya. Untuk itu perlu adanya suatu pendekatan internal yang meliputi sumber daya (resource) dan kapabilitas (capability) Yayasan Pendidikan GKPS yang dapat menciptakan keunggulan bersaing. Penelitian ini bertujuan untuk: (1) Untuk mengetahui strategi Resources Based View (RBV) dalam peneglolaan Yayasan Pendidikan GKPS, (2) Mengindentifikasi resources dan capability apa yang dimiliki oleh Yayasan Pendidikan GKPS dikaitkan dengan peluang dan ancaman dengan menggunakan kerangka analisis VRIO (Valuable, Rare, Inimitable, Organization) dalam menghadapi persaingan, (3) Mengetahui kondisi resources dan capability dalam bisnis di Yayasan Pendidikan GKPS dalam menghadapi persaingan yang semakin tinggi di masa sekarang maupun yang akan datang dengan menggunakan analisis VRIO (Valuable, Rare, Inimitable, Organization). Penelitian ini dilaksanakan pada Yayasan Pendidikan GKPS. Data dikumpulkan dengan menggunakan metode observasi, wawancara dan dokumentasi dengan penentuan informan secara purposive sampling. Hasil penelitian menunjukkan bahwa Yayasan Pendidikan GKPS memiliki sebanyak 13 sumber daya serta kapabilitas sebanyak 7 jenis berpotensi sebagai keunggulan kompetitif. Hasil analisis memberikan hasil bahwa Yayasan pendidikan GKPS memiliki resources dan capabilities yang masih berada pada kategori competitive parity dan temporary competitive advantage, oleh karena itu dibutuhkan formulasi strategi yang tepat untuk menjadikan resources dan capabilities tersebut menjadi Suistanable competitive advantage. Kata kunci: Resource Based View (RBV), VRIO, Sumber daya, Kapabilitas

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Is Corporate Branding a Strategic Resource that Drives Competitive Advantage? Insights from the Resource Based View (RBV) of the Firm

SSRN Electronic Journal ◽

10.2139/ssrn.1646080 ◽

2010 ◽

Author(s):

Olutayo Otubanjo

Keyword(s):

Competitive Advantage ◽

Corporate Branding ◽

Resource Based View ◽

Strategic Resource

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Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

Journal of Management ◽

10.1177/01492063211003137 ◽

2021 ◽

pp. 014920632110031

Author(s):

Robert E. Ployhart

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Research Needs ◽

Resource Based View ◽

Strategic Human Capital ◽

Specific Performance ◽

Collective Performance ◽

And Performance ◽

Performance Behavior ◽

Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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