Project management and innovation practices: backgrounds of the sustainable competitive advantage in Southern Brazil enterprises

2019 ◽  
Vol 31 (15) ◽  
pp. 1276-1290
Author(s):  
Eliana Andréa Severo ◽  
Bruna Sbardelotto ◽  
Julio Cesar Ferro de Guimarães ◽  
Cesar Ricardo Maia de Vasconcelos
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Southern Brazil ◽  
Innovation Practices

scholarly journals Uma exploração bibliométrica das práticas de gestão de projetos e a vantagem competitiva sustentável

2017 ◽  
Vol 3 (2) ◽  
pp. 52-64
Author(s):  
Bruna Sbardelotto ◽  
Eliana Andréa Severo ◽  
Julio Cesar Ferro de Guimarães ◽  
Rossana Parizotto Ribeiro Capitanio
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Public And Private ◽  
Exploratory Approach ◽  
Short And Long Term ◽  
Scopus Database ◽  
Bibliometric Research

Organizations from diverse segments, public and private, seek to act in the modality of the project management, using techniques and tools with clear and pre-defined objectives. However, the company must obtain a sustainable competitive advantage over its competitors, acquiring unique characteristics to keep its market open by overcoming other companies. This study is a bibliometric research that analyzes the practices of project management and sustainable competitive advantage through a qualitative and exploratory approach in the Scopus database. In this context, we analyzed the 10 articles most cited and the 5 most current articles of each theme researched. The results highlight that project management positively influences the success of organizations, resulting in a sustainable competitive advantage, both short and long term.

scholarly journals Sustainable Competitive Advantage: A Survey of Companies in Southern Brazil

2017 ◽  
Vol 14 (3) ◽  
pp. 352-367 ◽  
Author(s):  
Julio Guimarães ◽  
Eliana Severo ◽  
César Vasconcelos
Keyword(s):  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Southern Brazil

Open Innovation and Its Applicability in SMEs

2019 ◽  
pp. 368-389
Author(s):  
Özgür Atılgan
Keyword(s):  
Competitive Advantage ◽  
Life Span ◽  
Open Innovation ◽  
Sustainable Competitive Advantage ◽  
Large Firms ◽  
External Knowledge ◽  
Innovative Products ◽  
Consumer Demands ◽  
Innovation Practices ◽  
Short Time

Rapidly changing consumer demands and needs have shortened the life span of products and services. Innovative products that are produced with long and intensive studies of R&D departments complete their life spans in a short time. Therefore, firms tend to search for interesting ideas developed outside the boundaries of the enterprise. Within this framework, by going beyond innovation, the concept of open innovation emerged as a remedy for the achievement of sustainable competitive advantage. Chesbrough defined open innovation as “the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of innovation.” The research of open innovation in SMEs is primarily important since SMEs tend to open up more than large firms to reach external knowledge and technology for innovation. In this context, the aim of this chapter is to identify open innovation practices, motivations, intentions, and challenges in SMEs by systematically reviewing related concepts with open innovation in SMEs.

Value creation, innovation practice, and competitive advantage

2019 ◽  
Vol 23 (2) ◽  
pp. 273-290 ◽  
Author(s):  
Enrico Battisti ◽  
Nicola Miglietta ◽  
Niccolò Nirino ◽  
Manuel Villasalero Diaz
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Open Innovation ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Italian Market ◽  
Key Factor ◽  
Innovation Practices ◽  
Start Ups ◽  
Pioneer Research

PurposeThe purpose of this paper is to analyse companies listed on the FTSE MIB, in order to investigate the introduction of different types of open innovation practice as a key factor to develop a competitive advantage to pursue value creation.Design/methodology/approachThis research uses a mixed-methods sequential explanatory design. A quantitative study was conducted to determine the firms listed on the FTSE MIB that for more than 10 years have paid dividends and beat the yield of the market. The qualitative analysis was designed to provide insights into the adoption of at least one open innovation practice by the listed companies selected in the quantitative phase.FindingsThis work is based on an empirical analysis undertaken with 40 Italian companies listed on the FTSE MIB. In particular, the authors highlight 16 companies that for more than a decade have regularly paid dividends and, at the same time, have beat the FTSE MIB Index. All of these companies implemented at least one open innovation practice during the period investigated.Originality/valueThis is among the first pioneer research works based on the potential relationship among value creation, innovation practice and competitive advantage in the Italian market. This study highlights the fact that 16 out of 40 companies listed on the FTSE MIB create more value for shareholders over a long period, and all of these firms adopt different open innovation practices (e.g. partnership and collaboration with external entities; mergers and acquisitions and alliances; investment in start-ups; hackathons and call for ideas; outsourcing R&D) as a key factor to develop a sustainable competitive advantage.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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