The Interaction Among Organizational Flexibility, Competitive Strategy and Competitive Advantage: A Path Analytic Study1

2020 ◽  
pp. 303-326
Author(s):  
Yeşim Koçyiğit ◽  
Akif Tabak
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Organizational Flexibility ◽  
Path Analytic

scholarly journals The Mutual Benchmarking Method for Smes’ Competitive Strategy Development

2013 ◽  
Vol 5 (2) ◽  
pp. 81-96
Author(s):  
Katarzyna Rostek
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Competitive Environment ◽  
Strategy Development ◽  
Collaborative Network ◽  
Sustainable Competitive Advantage ◽  
Group Members

Abstract Competitive advantage is a relative feature, evaluated in respect of other competing enterprises. The gaining of sustainable competitive advantage is conditioned by knowledge of own performance and the results of the competitive environment. SMEs have limited opportunities to obtain such information on their own. The method of mutual benchmarking changes this situation by introducing the collaborative network. The aim of the cooperation is to support each of the group members to achieve sustainable competitive advantage, which is the result of a conscious strategy, and not only a matter of chance. This cooperation is based on the collecting and processing of data and sharing information through a common IT platform: for example, a group of Polish SMEs was shown how to implement such a common IT solution and how to provide the information preparing within the proposed service. The whole is a complete proposal for effective support of creating a competitive strategy in SMEs.

scholarly journals Application of RBV Concepts in Implementing Strategy of Jordanian Higher Education

2019 ◽  
Vol 12 (7) ◽  
pp. 96
Author(s):  
Zead M. Alhawamdeh ◽  
Nayef Raji Alomyan
Keyword(s):  
Higher Education ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Low Cost ◽  
Sustainable Competitive Advantage ◽  
Cost Producer

This study chose Porter’s (1980) conceptualization of competitive strategy, since this conceptualization is academically well accepted and internally consistent (Dess and Davis, 1984). Porter (1980) identified two generic ways in which an organization can gain sustainable competitive advantage over other firms in the industry: ‘low cost’ and ‘differentiation’. A ‘low-cost’ strategy emphasizes the need to be the low-cost producer in the industry. A ‘differentiation’ strategy is based on creating and offering a product that is perceived industry-wide as unique

Developing Strategies For Competitive Advantage

2011 ◽  
pp. 32-60
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Emerging Technologies ◽  
The Other ◽  
Competitive Environment ◽  
Strategic Groups ◽  
Industry Analysis ◽  
Competitive Strategies ◽  
The Real ◽  
Developing Strategies

As in any game, the success of competitive strategies depends on knowing the rules as well as the other players. Nevertheless, in the real competitive environment, the rules are not always clear and can change very quickly, demanding quick responses and making it increasingly difficult to map the moves of the main players. Strong monitoring channels must be maintained to follow changes in the competitive environment and to discern new trends. Changes in the environment can result from emerging technologies or changes in society’s behavior, and thus in clients’ demands. They can also be the result of competitors’ moves in the market. Thus developing a good competitive strategy depends on mapping the environment and constantly monitoring it to be able to capitalize quickly on opportunities or neutralize threats. The focus of this chapter is on mapping the environment. It will show the main aspects of the model for industry analysis and explain the process of forming strategic groups and pressure maps.

scholarly journals Modern approaches to the formation of enterprise competitive strategy

2020 ◽  
pp. 109-120
Author(s):  
Inna Kuznetsova ◽  
Valentyna Gorbatiuk
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Competitive Strategy ◽  
Sustainable Competitive Advantage ◽  
Competitive Strategies ◽  
Cost Leadership ◽  
Advantages And Disadvantages ◽  
Modern Business ◽  
Output Characteristics ◽  
Value Disciplines

The article considers the approaches to the formation of a competitive strategy. The purpose of the article is to systematize existing approaches to the formation of a competitive strategy and highlight modern competitive strategies. The essence of the concepts «strategy» and «competitive strategy» is considered. Based on a critical analysis of the essence of «competitive strategy» concept, three approaches to its interpretation by various researchers are identified: it is aimed at creating a stable position in the market, provides for the creation of a sustainable competitive advantage, and it is aimed at achieving superiority over competitors. Based on the results of interpretations systematization and analysis of the essence of «strategy» concept, the author’s definition of competitive strategy as a direction of forming a competitive advantage for creating a unique value of the product is proposed. The process of choosing a competitive strategy by M. Porter has been analyzed and it has been established that after its development, further continuous improvement is necessary. The process of choosing a competitive strategy by M. Porter is analyzed and it has been established that after its development, further continuous improvement is necessary. The main approaches to the formation of a competitive strategy, which considering modern business trends are investigated: industry positioning, competitive cooperation, value disciplines, evolutionary theory and key competencies. The essence of the considered concepts, their advantages and disadvantages are clarified and two types of competition, typical for these concepts are identified, namely: tough competition; competition and cooperation. A number of competitive strategies, which take into account the specifics of modern enterprises, are investigated and the essence, necessary resources, output characteristics and type of competition for each of them are highlighted. It was substantiated that each of there searched strategies implements one of the basic competitive strategies: cost leadership or focusing. The cost leadership strategy using at domestic enterprises, which is the most acceptable for the modern realities of the functioning and development of business, is proposed,

scholarly journals The Analytical Approach to the Competitive Strategy and the Process of its Formation

Ekonomika ◽  
1999 ◽  
Vol 48 ◽  
Author(s):  
Ramunas Časas
Keyword(s):  
Theoretical Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Environmental Conditions ◽  
Competitive Strategy ◽  
Analytical Approach ◽  
Sources Of Information ◽  
Strategy Research ◽  
Company Strategy ◽  
Basic Concepts

This paper aims at taking an analytical look at the concept of competitive strategy taking into account already existing vast theoretical heritage in the strategy research. In particular, this article tries to determine and articulate basic concepts and definitions necessary for the theoretical analysis of competitive strategy and to offer an evaluation of the theories and approaches to the background of formation of competitive strategy. The main sources of information were theoretical works on strategy; strategic management, marketing, articles by researchers and practitioners working in areas related to the aforementioned ones. Reviewing and analysing the contributions of the authors in this field, in the paper the competitive strategy is called “company strategy; seeking competitive advantage”. Although the ability of the company to reach the competitive advantage may be classified as the companyspecific capability; the analysis of various theories has shown that the company can seek the competitive advantage in three distinct ways: by availing itself of unique environmental conditions, by having unique resources or by establishing the relationships and co-operating with other companies. All these concepts are closely linked together and complement each other.

scholarly journals Firm Diversity Within Strategy Types: Substrategies And Performance Effects

2011 ◽  
Vol 5 (3) ◽  
pp. 66 ◽  
Author(s):  
Michael W. Lawless
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Group Membership ◽  
Superior Performance ◽  
Business Units ◽  
Middle Range ◽  
Performance Effects ◽  
And Performance ◽  
Strategy Types ◽  
Strategy Classification

Competitive strategy types are widely used to evaluate competitive advantage. The assumption is that member firms are extremely similar, even homogeneous. However, empirical evidence from group membership effects is mixed; it highlights a need for further refinement in strategy classification. This study relies on substrategies to group firms in the middle range between strategy types and individual firms. With data from 125 business units, we investigate variation in substrategies within strategy type and performance effects. Firms pursue different substrategies within competitive strategy types, but no individual substrategy produces superior performance.

scholarly journals Competitive Strategy of Sunan Drajat Islamic Boarding School Business in Lamongan

2021 ◽  
Vol 04 (12) ◽  
Author(s):  
Tika Diliana ◽  
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Swot Analysis ◽  
Boarding School ◽  
Qualitative Approach ◽  
Business Unit ◽  
Competitive Strategies ◽  
Economic Independence ◽  
Differentiation Strategy

Pondok Pesantren Sunan Drajat (PPSD) is one of the Islamic boarding schools that has a high spirit of economic independence, by establishing several Institution-Owned Business. This Business Unit seems to be developing its units so that they are spreading domestically and internationally. This is due to strategic management that accommodates business, especially in its competition. The purpose of this study was to determine the competitive strategy of Pondok Pesantren Sunan Drajat Islamic-owned business. This study uses a qualitative approach that aims to explain the competitive advantage strategy of the PPSD business unit and SWOT analysis. The results showed that the PPSD business unit implemented all competitive strategies based on sharia principles, which in carrying out their activities were based on benefit. In conclusion, PPSD Business Unit uses an image of differentiation strategy in marketing for its products to stay ahead in the midst of many similar business.

scholarly journals Modelling a Competitive Strategy Framework using Emotional Intelligence, Organisational Citizenship Behaviour and Job Satisfaction

2019 ◽  
Vol 8 (2S9) ◽  
pp. 567-569
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Manufacturing Industry ◽  
Business Environment ◽  
Business Leaders ◽  
Mediating Effect

The dynamic business environment has pressured business leaders to think deeply on the strategies to be competitive and to move upwards. The need to have a strong strategic asset has become an important agenda. This paper studied three variables in the performance of an organisation in the manufacturing industry. Questionnaires were distributed among the executives in the organisation. There exist a relationship among the variables. It was further found that Job Satisfaction had a stronger mediating effect as compared with Organisational Citizenship Behaviour. This showed satisfaction is an important aspect which management needs to focus if they want to achieve a higher competitive advantage.

Competitive Strategy in the Nonprofit Sector

2013 ◽  
pp. 353-370
Author(s):  
Sharon Oster
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Nonprofit Sector ◽  
Profit Maximization ◽  
Pricing Strategies ◽  
Earned Income ◽  
For Profit ◽  
Revenue Sources ◽  
Entry Models ◽  
The Difference

This paper explores the uses of the field of competitive strategy in the nonprofit sector. It begins with a discussion of the central differences between nonprofit and for profit organizations. Most fundamentally, nonprofits emphasize mission fulfillment rather than strict profit maximization. Nonprofits are also distinguished from for-profits by their reliance on donations as well as earned income. Both the difference in objective function and the use of multiple revenue sources affect the dynamic strategies of nonprofits. This paper explores exit and entry patterns we expect to see in the nonprofit sector, pricing strategies, levels of differentiation, and the usual sources of competitive advantage in the sector. It also illustrates the ways in which the classic tools from strategy like Hotelling and the Bresnahan-Reiss entry models are informative in the nonprofit sector.

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