Developing Multi-Level Theory in Strategic Management: The Case of Managerial Talent and Competitive Advantage

2005 ◽  
pp. 163-175 ◽  
Author(s):  
Alison Mackey ◽  
Jay B. Barney
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Managerial Talent ◽  
Multi Level

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

scholarly journals Entrepreneurship and Strategic Management: A Critical Analysis on these Paradigms' Relationship

Pravaha ◽  
2020 ◽  
Vol 26 (1) ◽  
pp. 73-80
Author(s):  
Gyanendra Bikram Shah
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Critical Analysis ◽  
Parental Perspectives

The purpose of this study is to provide a better understanding of the arguments concerning the various views provided by different academics in the fields of entrepreneurship and strategic management and then to find a position in which practice is generally agreed on by the divisions. The researcher examined the fundamental theories of the two paradigms of entrepreneurship and strategic management and also examined existing literature submitted by scholars in the fields who tried to look at the intersection of the two paradigms. This post, however, aims to highlight the need to see the two disciplines as being similar from various parental perspectives. Literature on each of the paradigms was checked to provide a better understanding of them. The researcher was able to consider such intersecting variables, such as culture, which was seldom stressed as a factor influencing the opportunity-seeking conduct of an entrepreneur and competitive advantage-seeking activities to create wealth and ensure the economic development and survival of an organization.

scholarly journals The Circular Economy

2019 ◽  
Vol 1 (1) ◽  
pp. 298-309 ◽  
Author(s):  
José G. Vargas-Hernández ◽  
Marlene De Jesús Morales Medrano
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Circular Economy ◽  
Social Impact ◽  
Point Of View ◽  
Economy Model ◽  
Operational Level ◽  
Resources And Capabilities ◽  
The Right

The purpose of this document is to analyze the Circular Economy (CE) model from the point of view of the resources and capacities of the organization. How is the application of the Circular Economy model related to Strategic Management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage, in other words, the application of the CE is related to Strategic Management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.

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