Sources of sustainable competitive advantage: the case of rice-milling firms in Thailand

2014 ◽  
Vol 116 (2) ◽  
pp. 272-291 ◽  
Author(s):  
Yuttakorn Ritthaisong ◽  
Lalit M. Johri ◽  
Mark Speece
Keyword(s):  
Competitive Advantage ◽  
Vertical Integration ◽  
Sustainable Competitive Advantage ◽  
Firm Resources ◽  
Resource Based View ◽  
Content Type ◽  
Hrm Practices ◽  
Organizational Reputation ◽  
Rice Milling ◽  
Depth Interviews

Purpose – This paper aims to investigate the effect of several valuable resources (organizational reputation, human resource management (HRM) practices, networks, and vertical integration in production) in explaining the performance of rice-milling firms in Thailand. Design/methodology/approach – Resource-based view (RBV) theory was used to explain that the particular bundle of firm resources can become the source of sustainable competitive advantage and thereby improve the business's performance. Semi-structured in-depth interviews and questionnaire were used to collect data from Thailand rice exporters. Then regression technique was employed for data analysis. Findings – Results from a survey of rice mills involved in international export showed that organizational reputation, some HRM practices, and networks were significantly related to firm's performance, but vertical integration was not. Originality/value – This study supports the basic assertion of RBV theory that a set of firm specific resources could be applied in ways that enhance sustainable competitive advantage.

Shared brands and sustainable competitive advantage in the Brazilian wine sector

2018 ◽  
Vol 30 (2) ◽  
pp. 243-259 ◽  
Author(s):  
Virginia Aparecida Castro ◽  
Janaina de Moura Engracia Giraldi
Keyword(s):  
Competitive Advantage ◽  
Government Agencies ◽  
Geographical Indications ◽  
Exploratory Research ◽  
Sustainable Competitive Advantage ◽  
Foreign Markets ◽  
Content Type ◽  
Wine Sector ◽  
The Government ◽  
Depth Interviews

PurposeThe purpose of this paper is to investigate if shared brands provide sustainable competitive advantage according to an adapted valuable, rare, imitability/replaceability and organization (VRIO) model to the Brazilian wine sector in the opinion of the government agencies, associations and managers of the wineries.Design/methodology/approachThis study was based on a qualitative and exploratory research, based on in-depth interviews. Fine wines that have geographical indications and are located in the Brazilian state of Rio Grande do Sul were analyzed and content analysis was used to explore data.FindingsIt was concluded that shared brands in the Brazilian wine sector can be considered a source of sustainable competitive advantage according to the resource-based view.Research limitations/implicationsQualitative research has the aspect of the subjectivity of the researcher when analyzing the data.Practical implicationsThe government agencies, associations and wineries can improve the production process and seek certified products for commercialization in the domestic and foreign markets. These contributions may also, in practice, be used by other sectors and countries.Originality/valueThis work contributes to the understanding of the shared brand’s concept, including geographical indications, collective brands and the sector brands. The proposition that shared brands provide sustainable competitive advantage, according to an adapted VRIO model was confirmed. Barney’s VRIO framework (Barney, 1991, 1995) hitherto thought for individual companies, has the letter “O” of Organization replaced by the letter “A” of Association, becoming VRIA. The authors found that the four conditions that form the here proposed acronym VRIA are valuable, rare, imperfectly imitable/replaceable and association.

Fostering sustainability: reinventing SME strategy in the new normal

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Kui Hu ◽  
Daisy Mui Hung Kee
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Resource Based View ◽  
New Normal ◽  
Content Type ◽  
Subsequent Performance

Purpose This paper aims to deliberate the significant impacts caused by the COVID-19 pandemic on small and medium enterprises (SMEs). It also discusses SMEs’ practical approaches to capitalise on the renewed opportunity in the new normal by expanding their businesses regionally and globally. This paper also discusses the tactical and strategic interventions SMEs need to take to charge forward. Design/methodology/approach The resource-based view of the firm (Barney, 1991) is used to explain how SMEs develop a sustainable competitive advantage in the new normal. The resource-based view focuses on the link between strategy and firm internal resources. Drawing from the resource-based view of the firm, internal analysis of the resources that are regarded as sources of competitive advantage controlled by the SMEs is imperative in today’s business environment. Based on the resource-based view theory, this paper focuses on reinventing SME’s strategies in the new normal to foster sustainability. Findings Post-COVID-19 pandemic, SMEs must essentially be dynamic, forward-looking and transformational in capturing the regional and global markets’ opportunities. They need to sharpen their internal competencies and realign their effective business strategy in seizing the vast opportunities in the international markets. Practical implications How SMEs respond to COVID-19 has important implications for subsequent performance in the new normal. This study focuses on the different potential SMEs’ reactions to COVID-19 and how their strategy affects SMEs performance and fosters sustainability in the new normal. Social implications The sustainability of SMEs is critical for the nation’s socio-economy. This study offers a holistic view of how SMEs respond to their challenges and help them choose the right business options. Originality/value This paper’s contents are solidly based on accumulated evidence, observation and critical arguments on the impacts caused by the COVID-19 pandemic that caused numerous challenges faced by the SMEs, with a specific focus on SMEs operating in Malaysia.

A resource-based framework for strategically managing identity

2019 ◽  
Vol 32 (1) ◽  
pp. 80-102 ◽  
Author(s):  
Sam Rockwell
Keyword(s):  
Competitive Advantage ◽  
Organizational Identity ◽  
Identity Management ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Content Type ◽  
Management Framework ◽  
Identity Processes ◽  
High Level

Purpose The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims. Originality/value Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

scholarly journals Horizontal collaboration in response to modern slavery legislation

2018 ◽  
Vol 38 (12) ◽  
pp. 2286-2312 ◽  
Author(s):  
Amy V. Benstead ◽  
Linda C. Hendry ◽  
Mark Stevenson
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Sustainable Supply Chain ◽  
Informal Governance ◽  
Content Type ◽  
Ethical Trade ◽  
Relational Perspective ◽  
Modern Slavery ◽  
Horizontal Collaboration

Purpose The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage. Design/methodology/approach Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated. Findings Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist. Research limitations/implications The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries. Practical implications Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation. Social implications Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers. Originality/value Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

Culture of excellence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
James Andrew Robertson
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Reading Time ◽  
Cutting Edge ◽  
Sustainable Competitive Advantage ◽  
Sustainable Practices ◽  
Content Type ◽  
Stakeholder Pressure ◽  
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: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: A culture of excellence is key to successfully implementing and sustaining entrepreneurial creativity, but stakeholder pressure is key in adopting sustainable practices in order to gain sustainable competitive advantage. Originality: 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.

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.

Online privacy as an integral component of strategy: allaying customer fears and building loyalty

2020 ◽  
Vol 41 (5) ◽  
pp. 47-56 ◽  
Author(s):  
Gajendra Liyanaarachchi
Keyword(s):  
Competitive Advantage ◽  
Privacy Protection ◽  
Corporate Strategy ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Qualitative Research Study ◽  
Customer Expectation ◽  
Competitive Disadvantage ◽  
The Relationship

Purpose This paper aims to demonstrate how building competency in privacy can be used to transform the corporate strategy to generate a sustainable competitive advantage. A novel framework is presented as a guide to redesigning strategy by striking a balance between customer expectation and organizational objectives. In doing so, the paper offers four possible outcomes of accommodation, accumulation, association and affiliation, providing illustrations to each scenario for strategy formulation. Design/methodology/approach The relationship between privacy paradox and corporate strategy was examined through a qualitative research study. The author conducted 30 in-depth interviews on grounded theory methodology investigating customer insights on the nature and extent of privacy protection associated with e-commerce and organizational approach. Findings The customers are dissatisfied with existing data security strategies adopted by firms in protecting privacy. The over-reliance on systems has negatively influenced the communication between the organization and customers, leading to a possible competitive disadvantage. The firms need to redesign privacy strategy shifting from a system-driven approach to providing personalized service. Originality/value This paper presents a novel framework the privacy strategy matrix (PSM), introducing privacy as a strategic expedient in transforming corporate strategy facilitating privacy protection as a metaphor for differentiation. PSM framework provides a standard to evaluate the effectiveness of the corporate strategy in managing privacy manifesting a path toward deriving a sustainable competitive advantage.

The importance and the adaptation of internal resources as a competitive advantage for the internationalization of food companies

2019 ◽  
Vol 9 (3) ◽  
pp. 305-320
Author(s):  
Gessuir Pigatto ◽  
Giuliana Aparecida Santini Pigatto ◽  
Eduardo Guilherme Satolo ◽  
Amanda dos Santos Negreti
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Gray Relational Analysis ◽  
Resource Based View ◽  
Content Type ◽  
Internal Resources ◽  
Relational Analysis ◽  
Gray Correlation ◽  
Correlation System ◽  
Practical Implications

Purpose The purpose of this paper is to analyze how Brazilian food companies in the State of São Paulo determine the importance of and the need to adapt their internal resources as a competitive advantage for internationalization. Design/methodology/approach From a resource-based view (RBV), 35 different factors grouped into four categories were identified and presented to 24 companies. The data were analyzed through a gray relational analysis to establish all factors’ order of importance. Findings Factors linked to human and organizational resources present greater adaptability and allow companies competitive and sustainable advantages but have not yet been explored thoroughly. Identifying and adapting internal resources do not guarantee achieving competitive and sustainable advantages, as the access to international market is also a consequence of commercial agreements developed by countries and economic blocks. Practical implications The analysis highlights the fragility of competitiveness among the companies analyzed in exporting products with commodity characteristics, with none or little differentiation. Such products are traded mainly through trading companies, which allow the access of the same market to internal competitors and other countries. Thus, any lapse promoted by the company may be enough for it to lose its competitiveness and, hence, market space. Originality/value This paper stands out in the field of strategic management, specifically in the research on RBV, exportation and competitiveness, by making use of the theory of gray correlation system in an innovative and original way.

Tradition and innovation in Italian wine family businesses

2016 ◽  
Vol 118 (8) ◽  
pp. 1883-1897 ◽  
Author(s):  
Demetris Vrontis ◽  
Stefano Bresciani ◽  
Elisa Giacosa
Keyword(s):  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Tourism Sector ◽  
Effective Dissemination ◽  
Depth Study ◽  
Wine Sector ◽  
Multiple Case ◽  
Practical Implications

Purpose – The purpose of this paper is to analyse how a strategy based on the combination of tradition and innovation can offer a competitive advantage to a medium-sized family firm operating in the wine sector. Design/methodology/approach – This research focuses on one case study. The subject of the case study under analysis is Pio Cesare, an internationally recognized fine wine Italian company. Findings – Pio Cesare is characterized by a strong combination of tradition and innovation in terms of products and processes. Innovation and tradition are not opposites; on the contrary, a blend of the two has been crucial in achieving and maintaining a sustainable competitive advantage. Research limitations/implications – The formalization of an effective blend of tradition and innovation, especially in a family business, and an effective dissemination of the company philosophy to future generations, calls for a more in-depth study. This study has some limitations, which determined by the applied methodology. Multiple case study method would be useful. In relation to the interview technique, the authors would set out to increase the number of interviews, by also questioning managers and employees working, as opposed to family members. Practical implications – Practical implications relate to different groups of stakeholders: for owners and management, for investors, for organizations and institutions working on a territory promotion and in the tourism sector, and for politicians and local authorities. Originality/value – It identifies which business model a family winery business could be adopted in order to manage such strategies of innovation in respect to traditions, filling the gap in the literature.

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