Value and rareness of resources and capabilities as sources of competitive advantage and superior performance

2019 ◽  
Vol 18 (3) ◽  
pp. 249-262 ◽  
Author(s):  
Elisabeth Baia ◽  
João J Ferreira ◽  
Ricardo Rodrigues
Keyword(s):  
Competitive Advantage ◽  
Superior Performance ◽  
Resources And Capabilities

Explaining the Firm's De-Internationalization Process by Using Resource-Based View

2015 ◽  
pp. 407-419 ◽  
Author(s):  
Zeynep Sadikoglu
Keyword(s):  
Competitive Advantage ◽  
International Marketing ◽  
Superior Performance ◽  
Internationalization Process ◽  
Resource Based View ◽  
International Operation ◽  
Resources And Capabilities ◽  
Time Resource

The main purpose of this chapter is to analyze why some firms fail in their international operation either right after their exposure or after a certain period of time. Resource-Based View (RBV), which deals with firms' competitive advantage and their superior performance, is used to predict the underlying reasons of firms' failure of internationalization process. In international marketing, RBV basically states that the firm internationally expands its territory when it decides to exploit its resources and capabilities in other markets. This chapter extends RBV literature by applying it to de-internationalization process of the firm. It also provides a framework that shows the actions that need to be taken when firms are faced with a failure in their international operation.

Explaining the Firm's De-Internationalization Process by Using Resource-Based View

2018 ◽  
pp. 45-58
Author(s):  
Zeynep Sadikoglu
Keyword(s):  
Competitive Advantage ◽  
International Marketing ◽  
Superior Performance ◽  
Internationalization Process ◽  
Resource Based View ◽  
International Operation ◽  
Resources And Capabilities ◽  
Time Resource

The main purpose of this chapter is to analyze why some firms fail in their international operation either right after their exposure or after a certain period of time. Resource-Based View (RBV), which deals with firms' competitive advantage and their superior performance, is used to predict the underlying reasons of firms' failure of internationalization process. In international marketing, RBV basically states that the firm internationally expands its territory when it decides to exploit its resources and capabilities in other markets. This chapter extends RBV literature by applying it to de-internationalization process of the firm. It also provides a framework that shows the actions that need to be taken when firms are faced with a failure in their international operation.

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, capabilities and competitive advantage of minor export crops farms in Sri Lanka

2018 ◽  
Vol 28 (5) ◽  
pp. 478-502 ◽  
Author(s):  
Vilani Sachitra ◽  
Siong-Choy Chong
Keyword(s):  
Sri Lanka ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Relationship Building ◽  
Future Research ◽  
Content Type ◽  
Resources And Capabilities ◽  
Physical Assets ◽  
Export Crops

Purpose The agribusiness sector has long been acknowledged as a major source of livelihood to many people in developing countries. Hence, determining the resources and capabilities influencing farm-level competitive advantage are vital to better understand and formulate appropriate strategies to increase the competitiveness ofminor export crops farms. This study aims to understand of the link between resources-capabilities-competitive advantage for appropriate measures to be recommended to enhance the competitive position of the smallholding farms. Design/methodology/approach This study adopts the resource-based view in combination with dynamic capabilities. The scope comprises owners of farms who possess experience in commercial cultivation of minor export crops in Sri Lanka. A self-administrated structured questionnaire was used to collect data. Findings Based on the responses from 456 farm owners, results of the multiple regression analysis indicate that variables representing resources such as human assets, physical assets, financial assets, institutional capital, collective action and entrepreneurial identity; and dynamic capabilities such as organisational learning, relationship building, quality management and marketing are significantly associated with competitive advantage of the minor export crops farms. Reputation and farm process management capability are the only two insignificant variables. Taken together, the resources and dynamic capabilities investigated explain 89.3 per cent of the variation in competitive advantage, in which 82 per cent is contributed by resources. Originality/value The findings provide useful insights not only in terms of understanding the link between resources, dynamic capabilities and competitive advantage but also how resources and capabilities can be channelled and leveraged to bring about competitive advantage to the minor export crops farms. Theoretical and practical implications as well as future research directions are provided.

scholarly journals Creating better humans towards sustainable competitive advantage for small and medium-sized accounting firms in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 04006
Author(s):  
Louis Lim Vui Han ◽  
Vijayesvaran Arumugam ◽  
Lawrence Arokiasamy
Keyword(s):  
Competitive Advantage ◽  
Core Competencies ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Contributing Factors ◽  
Accounting Firms ◽  
Accounting Scandals ◽  
The World ◽  
Long Term Impact ◽  
Almost All

This study will be a bit different than others in the sense that it pierces directly into the human hearts. The world current economy is full of mysterious and uncertainty. There are plenty of different perspectives, but who can guarantee that they are right? The root of the problems of all issues generally come from the human heart or action. If we able to deal with human issues, it sorts out almost all the problems. The purpose of this study is to determine the contributing factors towards the sustainable competitive advantage (SCA) of small and medium-sized accounting firms (SMPs) in Malaysia. It aims to have a long-term impact on the prospects for the practitioners and the accounting professions. It becomes an attention to the world when numerous accounting scandals being published, and they jeopardized the accounting professions’ reputations. There are a few undisclosed cases especially it dealt with compliance, corporate tax, GST, money laundering and other issues, not only in Malaysia but in other countries as well. As such, the study focuses on creating better humans. Key findings from the literature highlighted the deficiencies in the core competencies of the firms. They are related to human capital and most of the researchers pinpointed the importance of knowledge, skills, capabilities in which it links to competencies in the corporate environment. The resource-based view of the firm is a common theory used by researchers as a mean of explaining competitive advantage and superior performance amongst the firms. And most of them stress the necessity to meet customer needs and expectation to create a sustainable competitive advantage.

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.

Analysing the importance of international knowledge, orientation, networking and commitment as entrepreneurial culture and market orientation in gaining competitive advantage and international performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Falahat ◽  
Pedro Soto-Acosta ◽  
T. Ramayah
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Critical Role ◽  
Government Support ◽  
Superior Performance ◽  
Content Type ◽  
International Performance ◽  
Entrepreneurial Culture ◽  
International Knowledge ◽  
Depth Interviews

PurposeThis study argues that having an entrepreneurial culture and market orientation are critical for young enterprises to gain competitive advantage and superior international performance. We investigate how young entrepreneurial companies despite their limited resources and experience expand rapidly in foreign markets almost from their inception.Design/methodology/approachThis investigation uses a mixed-methods approach, combining in-depth interviews and survey data. In-depth interviews lead us to conceptualise a model highlighting the importance of international knowledge, international orientation, international networking and international commitment as entrepreneurial culture and market orientation for gaining competitive advantage and, in return, superior performance in the international market. Then, the derived conceptual model is empirically tested on a sample of Malaysian Small and Medium Enterprises (SMEs).FindingsResults show that entrepreneurial culture is positively associated with competitive advantage and international performance, while market orientation is positively related to competitive advantage but not to international performance. In addition, government support strengthens the positive effect of competitive advantage on international performance.Originality/valueThis study investigation analyses the importance of entrepreneurial culture and market orientation in contributing to competitive advantage and superior performance. In addition, this study examines the critical role of government support in the relationships between entrepreneurial culture and competitive advantage and between competitive advantage and international performance.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Generating Competitive Advantages for the Polytechnic Universities in Mexico

2019 ◽  
pp. 477-507
Author(s):  
Lizbeth Vargas-Cabrera ◽  
Jesus Manuel Muñoz-Pacheco
Keyword(s):  
Competitive Advantage ◽  
Statistical Data ◽  
Analytical Framework ◽  
Superior Performance ◽  
Educational Services ◽  
Opportunity Costs ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Trade Offs ◽  
Mexican Government

This chapter proposes an analytical framework to understand the trade-offs of a firm dedicated to educational services for creating and sustaining a superior performance respect to its competitors. The proposed approach focuses on polytechnic universities as the firm understudy. Based on a statistical data from Mexican government, the five forces of Porter methodology is applied to found the clients, suppliers, new entrants, substitutes, and rivalry of the Polytechnic University of Puebla (PUP). In this scenario, the existing strengths are detected and the target of the firm to get a sustainable competitive advantage is defined. Finally, the strategies to break the barriers are proposed. The authors argue that by using those strategies the wedge between willing to pay of the clients and the opportunity costs of the suppliers can be improved. Additionally, they argue that the positioning (consolidation and reputation) of the PUP is achieved by applying the proposed strategies.

The Link Between Learning Capability and Business Performance in MNEs

2010 ◽  
pp. 160-176
Author(s):  
Isabel M. Prieto ◽  
Elena Revilla
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Business Performance ◽  
Knowledge Bases ◽  
Learning Processes ◽  
Superior Performance ◽  
Host Countries ◽  
Learning Capability ◽  
Knowledge Resources ◽  
Dimensions Of Learning

It is widely recognized that the development of learning capability is key to achieve a durable competitive advantage. This is especially true in the context of MNEs. When MNEs operate in disparate host countries, they enhance their knowledge bases, capabilities, and competitiveness through learning processes. The analysis of the relevance of learning capability to improve business performance and, thus, the organizational competence has been an important issue developed in literature. This chapter explains the link between learning capability and the improvement of business performance by comparing how the main dimensions of learning capability –knowledge resources and learning processesimpacts on performance, in terms of both non-financial and financial performance. It is argued that those MNEs with the highest levels in both their knowledge resources and learning processes obtain a superior performance.

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