Knowledge and its transfer – key prerequisite for long-term competitive advantage and sustainable business

2021 ◽  
pp. 1-11
Author(s):  
Pavla Vrabcová ◽  
Hana Urbancová ◽  
Martin Petříček
Keyword(s):  
Competitive Advantage ◽  
Sustainable Business

scholarly journals Follow-up services for delirium after COVID-19—where now?

2021 ◽  
Author(s):  
Shibley Rahman ◽  
Kit Byatt
Keyword(s):  
Service Utilisation ◽  
Sustainable Business ◽  
Community Based ◽  
Care And Support ◽  
Early Supported Discharge ◽  
Business Cases ◽  
Older Inpatients ◽  
The Impact

Abstract Delirium is a common presentation in older inpatients with coronavirus disease 2019 (COVID-19), and a risk factor for cognitive decline at discharge. The glaring gaps in the service provision in delirium care, regardless of aetiology, after a hospital admission pre-existed the pandemic, but the pandemic arguably offers an opportunity now to address them. Whilst a delirium episode in itself is not a long-term condition, the context of it may well be, and therefore patients might benefit from personalised care and support planning. There is no reason to believe that the delirium following COVID-19 is fundamentally different from any other delirium. We propose that the needs of older patients who have experienced delirium including from COVID-19 could be addressed through a new model of post-acute delirium care that combines early supported discharge, including discharge-to-assess, with community-based follow-up to assess for persistent delirium and early new long-term cognitive impairment. Such a drive could be structurally integrated with existing memory clinic services. To succeed, such an ambition has to be flexible, adaptable and person-centred. To understand the impact on resource and service utilisation, techniques of quality improvement should be implemented, and appropriate metrics reflecting both process and outcome will be essential to underpin robust and sustainable business cases to support implementation of delirium care as a long-term solution.

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

RETAILER’S SLOGAN IN THE FUNCTION OF PRICE IMAGE

2021 ◽  
Author(s):  
Jelena Franjković ◽  
Keyword(s):  
Competitive Advantage ◽  
Significant Role ◽  
Price Level ◽  
Marketing Mix ◽  
Consumer Perception ◽  
Successful Management ◽  
High Turnover ◽  
And Control ◽  
Price Image

The image of the retail brand and the price image of the retailer are of significant importance for achieving a competitive advantage and long-term strengthening of the overall image. Retailers’ slogans should reflect their overall strategy and facilitate and consolidate the desired positioning in the minds of customers, ie consumers. The paper studies retailers with predominantly food products, i.e., high-turnover products. Retailers who sell products of different brands find it more difficult to manage and control the positioning of their brand, and the price image also plays a significant role in this. This paper aims to investigate and compare consumer perception of retailers’ slogans and their price image. A primary survey was conducted with persons participating in the purchase of groceries for their household and included the top five retailers in the Croatian market. The results showed that the slogan of retailers can play an important role in the successful management of the price image. The compliance of the perception of the price image of retailers by the respondents with the associations of their slogans to the price level was noted. Finally, it is concluded that the harmonization of all elements of the retail marketing mix facilitates and strengthens the desired positioning in the minds of consumers, and thus the price image.

scholarly journals Financial Analysis of a Selected Company

2016 ◽  
Vol 24 (37) ◽  
pp. 73-92 ◽  
Author(s):  
Dušan Baran ◽  
Andrej Pastýr ◽  
Daniela Baranová
Keyword(s):  
Competitive Advantage ◽  
Financial Analysis ◽  
Business Management ◽  
Management Approach ◽  
Business Enterprise ◽  
Business Enterprises

Abstract The success of every business enterprise is directly related to the competencies of business management. The business enterprise can, as a result, create variations of how to approach the new complex and changing situations of success in the market. Therefore managers are trying during negative times to change their management approach, to ensure long-term and stable running of the business enterprise. They are forced to continuously maintain and obtain customers and suppliers. By implementing these measures they have the opportunity to achieve a competitive advantage over other business enterprises.

scholarly journals Organizational Business Interest as Organizational Request

2012 ◽  
Vol 1 (3) ◽  
pp. 509
Author(s):  
Nasser Fegh-hi Farahmand
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Organizational Practices ◽  
Basic Ingredient ◽  
Start Up ◽  
Making A Difference ◽  
Business Interest ◽  
Or Organization

Making a difference in organization or creating the very best product or service on themarket or simply doing something loves to do. Furthermore, it seems that the emphasis onorganizational empowerment as structure, and systems has not yielded the desired results assome of the companies where these variables have been changed, after sometime, wentback to experiencing declining performance. It is therefore obvious that more researchneeds to be done to identify characteristics that enhance organizational performance.Implementing good environmental and organizational practices is good organizationalbusiness it can give a competitive advantage. This article attempts to explain theorganizational business interest by patterns of thinking. Organizations use organizationalresources as the basic ingredient for all that is required for their operations. They aretherefore eager to maintain and improve the quantity of expendable organizationalresources by not only resources utilization, but by also identifying, nurturing andmaintaining characteristics that promote organizational performance. The key toorganization success is having a organizational business interest in place. Whetherorganization is about to launch a start-up or organization have been in organizationalbusiness for years, organizational business' direction is guided by your organizationalbusiness interest. In spite of this general awareness, such long-term organizational business,strategic-level interest of organizational business has been lacking in most organizations.

scholarly journals ANALYSIS OF THE COMPETITIVE ADVANTAGE SUSTAINABILITY FACTORS BASED ON THE KEY COMPETENCIES OF AN ELECTRICAL ENGINEERING ENTERPRISE

2020 ◽  
pp. 134-141
Author(s):  
S. B. Moiseev
Keyword(s):  
Competitive Advantage ◽  
Organizational Development ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Evolutionary Mechanisms ◽  
Industrial Companies ◽  
Key Competencies ◽  
Methodological Approaches ◽  
Engineering Enterprise

The factors influencing the possibility of the theory of key competencies adaptation within the traditional ideas of the resource approach to ensure the long-term competitiveness of companies have been considered. For this purpose, the review of features of application of key competencies during the formation of strategies of the industrial companies of mature sectors of industries has been carried out, in which thanks to action of evolutionary mechanisms of technological and organizational development there are objective preconditions for creation of steady competitive advantages on their basis. The necessity of development of methodological approaches to the formation of company’s competitive strategy in the sector of electrical production based on the formation of organizational-economic mechanism of adaptation to external influences and internal changes to manage the development of key competencies as factors of sustainable competitive advantage in the future and the formation of long-term effective business development model of the enterprise, has been substantiated.

scholarly journals Technology Resilience and the S.T.O.R.M. Factory

2018 ◽  
Author(s):  
Marco Pironti ◽  
Paola Pisano ◽  
Armando Papa
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Sustainable Business ◽  
Rapid Changes ◽  
Self Tuning ◽  
Dual Perspective ◽  
Sustainable Business Models ◽  
New Challenges ◽  
Operational Aspects

Opportunities opened up by the Industry 4.0 paradigm are related to the acceleration of flexible and open business planning and governance mechanisms to foster the adaptability of the value chain to the rapid changes during ongoing operations by reducing gaps and controlling efforts. The constant search for a dual perspective (short- to medium/long term) and a twofold equilibrium (micro and macro vs. internal and external) is creating new challenges for sustainable business models. The Self-Tuning Open Reengineering Model (STORM) is well suited to explain the organizational behaviours of both industrial and craftsman firms in terms of the strategic and operational aspects of the smart factory paradigm.

Embracing the change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Business Practices ◽  
Sustainable Business ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings MNEs are grappling with the growing and permanent shift toward sustainable business practices. In EDMs, MNEs face increased challenges, but are able to form markets in the image they want, influencing business practices for the long-term. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A Complex Responsive Process Approach to Strategic Management

2013 ◽  
pp. 39-51 ◽  
Author(s):  
Sharon E. Norris
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Competitive Strategies ◽  
Top Down ◽  
Performance Achievement ◽  
Strategic Behaviors ◽  
Complex Responsive Processes

Traditional strategic management focuses on securing organizational assets and maximizing resources through top-down leadership and the formation of competitive strategies to advance market position, meet performance objectives, and gain competitive advantage. Top-down bureaucratic paradigms are not well suited for gaining an edge in the knowledge economy, and in many cases, these strategic behaviors are counterproductive. There is a growing need for alternative ways of thinking about strategic management and human resource development. Complexity science provides a new framework for 21st century strategic management. The complex responsive processes approach to strategic management strengthens employee engagement, knowledge creation, and organizational learning, and it improves performance, achievement of long-term competitive advantage, and strengthens intellectual capital.

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.

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