Exploring sustainable competitive advantage of multispecialty hospitals in dynamic environment

2020 ◽  
Vol 30 (5) ◽  
pp. 595-609
Author(s):  
Harbir Singh ◽  
Ajoy Kumar Dey ◽  
Arunaditya Sahay
Keyword(s):  
Competitive Advantage ◽  
Dynamic Environment ◽  
Secondary Data ◽  
Clinical Excellence ◽  
Hospital Performance ◽  
Business Strategies ◽  
Theory Approach ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Secondary Sources

Purpose A multispecialty hospital possesses sustainable competitive advantage if it continuously improves performance, repeatedly delivers quality service and unique value to the patients and the sources of competitive advantage are valuable, rare, inimitable, non-substitutable or causally ambiguous. The term sustainable competitive advantage is vague and ambiguous and the environment in which hospitals operate is dynamic, turbulent and disruptive. Therefore, sources of competitive advantage must change and evolve with time. This paper aims to explore the themes of competitive advantage in a dynamic environment for multispecialty hospitals in India by studying data from secondary sources for five hospitals. Design/methodology/approach The findings of the case study were based on the analysis of secondary data that are extracted from the official websites of the hospitals, with the grounded theory approach. Findings Five identified themes are as follows: changing and adapting; clinical excellence; creating unique value; managing unpredictable circumstances and patient-centric approach. All the themes supported hospital performance, service and value delivered to patients and therefore may help in building a competitive advantage of the hospital. However, sustainability factors were inconsistent across the themes. Practical implications The CXOs and CMOs of hospitals can review the themes periodically and re-align the business strategies to build a sustainable competitive advantage. Originality/value The findings of the study uncovered the criticality of re-alignment of resources deployed in the unpredictable and ever-changing environment in which hospitals thrive to build sustainable competitive advantage.

Business strategies responding to COVID-19: experience of Chinese corporations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minyu Wu ◽  
Kun Kong
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Secondary Data ◽  
Business Strategies ◽  
Society Business ◽  
Content Type ◽  
Five Dimensions ◽  
Strategic Csr ◽  
Mixed Approach ◽  
Business In Society

Purpose This paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown, unexpected and devastating disease, Chinese corporations demonstrated their CSR in different approaches. The purpose of this paper is to explore how CSR influences the decisions of the corporations that respond to a severe incident and how corporations can achieve their mission or strategic objectives by responding to a serious incident. Design/methodology/approach Based on secondary data and thematic analysis, this paper examines six Chinese corporations which are the leading firms in their respective industries. Findings This paper finds that firms adopted a mixed approach to conducting their CSR initiatives, including altruistic, strategic and citizenship CSR initiatives. This paper also confirms that strategic CSR initiatives were in line with the five dimensions of strategic CSR including centrality, specificity, proactivity, visibility and voluntarism. In addition, this paper also shows that a company could create its competitive advantage by carrying out CSR initiatives that are able to strengthen its value chain activities or the competitive context. This is based on the partnership built by the firms with their stakeholders to recognize the shared value. Practical implications This paper shows the implication that business leaders should understood the role of a business in society and the importance of stakeholders’ expectations. The underlying philosophy is that CSR could strengthen the resilience of society; business organizations need to operate in a healthy society. Originality/value This paper provides insights of Chinese corporations responding to a severe social incident. It highlights the strategic perspective of CSR initiatives and the linkage between CSR activities and a firm’s competitive advantage.

scholarly journals The Impact of Dynamic Capabilities on Sustainable Competitive Advantage in the Pharmaceutical Sector in Egypt

2017 ◽  
Vol 6 (2) ◽  
pp. 1
Author(s):  
Albert Naiem Naguib ◽  
Eahab Elsaid ◽  
Abdel Moneim Elsaid
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Primary Data ◽  
Sustainable Competitive Advantage ◽  
Firm Characteristics ◽  
Pharmaceutical Sector ◽  
Chi Square ◽  
Pharmaceutical Firms ◽  
The Impact

This study examines the relationship between dynamic capabilities (experience, routine, skills, firm characteristics, knowledge and technology) and competitive advantage sustainability in the Egyptian pharmaceutical sector. The data was collected using primary and secondary data sources. Primary data was collected from questionnaires distributed to 160 top managers in 20 pharmaceutical firms. The secondary data about pharmaceutical firms like rankings, revenues and market share was collected from external sources such as Intercontinental Marketing Service (IMS). The questionnaires examine six independent variables based on a five-scale Likert scale. The methodology used in the study is non-probability sampling (judgmental sampling), Cronbach’s alpha reliability coefficient and Chi-square tests. The results support the notion that there is a significant relationship between four of the six dynamic capabilities (experience, skills, firm characteristics and knowledge) and the competitive advantage sustainability for pharmaceutical firms in Egypt. Designing the questionnaire and formulating the questions to target the required field was challenging, given that the topic is dynamic and the business scene in Egypt has witnessed drastic political changes since January 2011. The study should assist pharmaceutical companies in Egypt in directing their investments properly and in determining the weaknesses in their dynamic capabilities that need to be addressed.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

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.

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.

scholarly journals The tangled web of mobile telecommunication mergers: Hutchison Whampoa, Telefónica and BT

Info ◽  
2016 ◽  
Vol 18 (2) ◽  
pp. 17-37 ◽  
Author(s):  
Peter Curwen ◽  
Jason Whalley
Keyword(s):  
Secondary Data ◽  
Mobile Telecommunication ◽  
Mobile Telecommunications ◽  
Content Type ◽  
The Public ◽  
Secondary Sources ◽  
Corporate Strategies ◽  
Telecommunication Companies ◽  
Telecommunications Market ◽  
The Uk

Purpose – This paper aims to demonstrate how consolidation within Europe’s mobile telecommunication markets requires willing buyers and sellers. Design/methodology/approach – After highlighting the resurgence in merger and acquisition (M & A) activity in mobile telecommunications, the paper draws on a variety of secondary sources to analyse the strategies of three companies. Findings – The paper highlights the interwoven nature of the strategies of three companies: BT, Hutchison Whampoa and Telefónica. BT has returned to the mobile telecommunications market in the UK, with the company it did not acquire being purchased by Hutchison. As Hutchison implements a “double or quits” strategy in Europe, it has acquired operations from Telefónica, which, in turn, has exited most of its non-Spanish European operations to focus on Latin America. Research limitations/implications – The paper relies on secondary data and thus highlights the challenges of doing so and the need for more information regarding M & As to be in the public domain. Practical implications – There is a need to adopt a sector-wide or regional approach for analysing the strategies of telecommunication companies. Originality/value – The paper uniquely provides an overview of three corporate strategies to show how they interact with one another.

scholarly journals Factors affecting the performance of Indonesian special food SMEs in entrepreneurial orientation in East Java

2019 ◽  
Vol 13 (2) ◽  
pp. 231-246 ◽  
Author(s):  
Benny Hutahayan
Keyword(s):  
Significant Influence ◽  
Entrepreneurial Orientation ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Secondary Data ◽  
Research Area ◽  
Business Strategies ◽  
Primary Data ◽  
Literature Study ◽  
Content Type

Purpose This study aims to examine comprehensively the factors determining the performance of small and medium enterprises (SMEs) producing Indonesian special food in East Java. Design/methodology/approach This study is quantitative and qualitative. Primary data was collected from entrepreneurs in East Java, those producing Indonesian special food. Secondary data was obtained from the literature, literature study, journals, Central Bureau of Statistics and the office of industry, trade, cooperatives and SMEs in East Java. Areas selected for this study were Surabaya, Madiun, Malang, Pasuruan, Lamongan and Banyuwangi. The population was small and medium entrepreneurs producing Indonesian special food in the selected cities. Based on the PLS sampling rule, the number of samples in each research area was 50, with total of 300 respondents (50 × 6). The methods of collecting primary data were interviews and questionnaire. Data analysis was done using GSCA. Findings The study firstly found the significant influence of entrepreneurial orientation on business strategies of SMEs producing Indonesian special food in East Java. SME managers have a high entrepreneurial orientation. Secondly, it found a significant influence of entrepreneurial orientation on business performance of SMEs producing Indonesian special food in East Java. Thirdly, the study found that government policy is not a moderating variable. Additionally, business strategies have a significant influence on the performance of SMEs producing Indonesian special food in East Java. Finally, dynamics of the environment and business strategy have a significant influence on the performance of manufacturing industry in South Sulawesi. Originality/value To know the effect of entrepreneurial orientation, environmental dynamism, consisting of uncertainty of environment and intensity of competition, and business strategies toward business performance. Considering the findings of the previous studies, the authors would like to re-examine the effect of entrepreneurial orientation on business performance, which also compares the findings of previous studies, especially, the one by Lee and Tsang (2003) on SMEs in Singapore.

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.

Radical innovation of a business model

2016 ◽  
Vol 26 (2) ◽  
pp. 132-146 ◽  
Author(s):  
Sarah Philipson
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Business Performance ◽  
Radical Innovation ◽  
Sustainable Competitive Advantage ◽  
Tacit Knowing ◽  
Content Type ◽  
Service Firm ◽  
Dominant Logic ◽  
Structural Capital

Purpose – This paper aims to investigate key antecedents to the use of radical innovation of the business model of a service firm to achieve competitive advantage. “Business model” emerged fairly recently as an academic concept, competing with “sustainable strategic competitiveness”, “strategic fit” (Porter, 1996) and “dominant logic” (Prahalad and Bettis, 1986) to give key explanatory understanding of firm performance. Design/methodology/approach – The article is based on action research, in which the re-engineering of a service business turned into radical innovation of the business model. Findings – Radical innovation (conceived of as a new dominant logic) of the business model of a service firm is shown to give sustainable competitive advantage. It shows how fundamental the concept of business model is to understanding the nature of the business and links it to fundamental academic discussion of recent decades around concepts such as “sustainable competitive advantage”, “structural capital” and “tacit knowing”. Research limitations/implications – This is based on a case, and more research is needed to generalize the findings. Practical implications – In contrast to the knowledge management and structural capital evangelization, much tacit knowing cannot be converted to structural capital. Originality/value – Business model is a central concept to understand business performance, but must not be conceived as all-encompassing. We give a model for what the concept should cover and contrast it with other important models.We show the role of tacit knowledge in a business model.

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