scholarly journals Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance

2013 ◽  
Vol 35 ◽  
pp. 94-110 ◽  
Author(s):  
Leonidas C. Leonidou ◽  
Constantinos N. Leonidou ◽  
Thomas A. Fotiadis ◽  
Athina Zeriti
Keyword(s):  
Competitive Advantage ◽  
Marketing Strategy ◽  
Environmental Marketing ◽  
Resources And Capabilities ◽  
And Performance

FUZZY GROUP DECISION MAKING IN PURSUIT OF A COMPETITIVE MARKETING STRATEGY

2010 ◽  
Vol 09 (02) ◽  
pp. 281-300 ◽  
Author(s):  
CHIN-TSAI LIN ◽  
CHUAN LEE ◽  
CHENG-SHIUNG WU
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Marketing Strategy ◽  
Multiple Criteria Decision Making ◽  
Evaluation Framework ◽  
Sustainable Competitive Advantage ◽  
Critical Function ◽  
Resources And Capabilities ◽  
Competitive Marketing Strategy ◽  
Fuzzy Group Decision Making

To determine marketing strategy may well be the most critical function of management. The pursuit of competitive advantage always requires much deliberate thought and discussion. The current study attempts to develop a marketing strategy evaluation framework based on the resource-based view (RBV) of the firm to competitive advantage. It tries to identify the most important marketing-specific resources and capabilities using a multiple criteria decision making (MCDM) method. This study employs the fuzzy analytic hierarchy process (AHP) method as an analytical tool to determine a unique competitive marketing strategy for a small tourism venture such as a privately owned hotel. The findings indicate that the differentiation strategy is the best competitive marketing strategy for allocating specific and limited resources and capabilities toward sustainable competitive advantage.

scholarly journals Analysis of Foundations of Resource-Based Theory

2014 ◽  
Vol 13 (2) ◽  
pp. 10-24
Author(s):  
António José Pinto Pedrosa ◽  
Fernando Manuel Pereira Oliveira Carvalho
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Business Managers ◽  
Economic Sectors ◽  
Conceptual Approach ◽  
Resources And Capabilities ◽  
And Performance ◽  
Resource Based Theory

The assumptions of the resource-based theory (RBV) are often tested using an approach centered on the heterogeneity of resources, allowing only identify specific resources or capabilities that should be exploited to achieve competitive advantage. In this paper we use a conceptual approach seeking to test whether value, rare and inimitable combinations of resources and capabilities, rather than their specificity, achieve competitive advantage and performance. The results obtained from 368 questionnaires validated by business managers of several Portuguese economic sectors show that the increase in value, rarity and inimitability of the combinations tested, raises the company's competitive advantage, and that performance is achieved by this route. The findings are of interest for the development of the field of strategic management and for managers enabling strategic decision-making based on valuable, rare and inimitable company`s resources and capabilities combinations.

Exploring the Sources of the Competitive Advantage of Logistics Service Providers

2017 ◽  
pp. 163-184
Author(s):  
Eric Lambourdière ◽  
Jérôme Verny ◽  
Elsa Corbin
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Service Providers ◽  
Theory Of The Firm ◽  
Business Environment ◽  
Archival Data ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Resources And Capabilities ◽  
And Performance

This chapter describes and analyzes how logistics service providers (LSPs) differ in the resource management decisions they make to gain competitive advantage in a rapidly changing and uncertain business environment. The resource-based theory of the firm and dynamic capabilities are employed as a theoretical backdrop. Using archival data, the authors find that four case LSPs structure and bundle their resource portfolios to build capabilities, which they leverage to create and maintain value for their customers. Leveraging strategies employed by the LSPs are influenced by their environmental contexts, leading to different strategies and performance levels among the firms. This research enhances understanding of the constructive impact that resources and capabilities can have on the performance of LSPs.

Discovering a Rosetta Stone for Firm-Side Authenticity: An Empirical Investigation

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Ian Parkman ◽  
Samuel Holloway
Keyword(s):  
Competitive Advantage ◽  
Empirical Investigation ◽  
Identity Management ◽  
Academic Research ◽  
Corporate Identity ◽  
Organizational Contexts ◽  
Rosetta Stone ◽  
Innovation Capacity ◽  
Resources And Capabilities ◽  
Four Quadrant

While most academic research has considered authenticity from the consumers perspective, this paper proposes and tests a new empirical operationalization of Beverlands (2005) widely cited proposition that firm-side authenticity is…partly true and partly rhetorical (p.1008). Our study presents a model based on the Competitive Advantage (CA) that results from congruence between the partly true aspects of the firms internal culture, resources, and capabilities measured as Innovation Capacity (IC), alongside Corporate Identity Management (CIM) as the organizations partly rhetorical outwardly-directed corporate branding and marketing promotions activities. Our findings are interpreted through a four-quadrant Rosetta Stone framework for evaluating firm-side authenticity across organizational contexts and environments describing how high-IC/high-CIM (i.e., Authentic) firms create differentiation from low-IC/low-CIM Inauthentic organizations and low-IC/high-CIM Faux Imitators competitors who attempt to compensate for their lack of IC through increased investments in CIM.

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

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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