Big data and competitive advantage at Nielsen

2014 ◽  
Vol 52 (3) ◽  
pp. 573-601 ◽  
Author(s):  
Michael E. Prescott
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Business Environment ◽  
Digital Data ◽  
Dynamic Capability ◽  
Annual Reports ◽  
Content Type

Purpose – The purpose of this paper is to illustrate how an international company, Nielsen Holdings, reacted to changes in their highly competitive industry brought about by advances in technology. This case presents the strategic management decisions that enabled Nielsen to regain its competitive advantage. This case further describes the functioning of the resource-based view (RBV) of strategy, dynamic capabilities framework, and digital data genesis (DDG), in a turbulent business environment. Design/methodology/approach – The case study is based primarily upon secondary data to include annual reports, press releases, company web site, as well as articles. Findings – The case study provides an example of the functioning of a once durable competitive advantage that was eroded due to advances in technology, and the steps the company took to regain that advantage. The paper illustrates the functioning of a capability and a dynamic capability in DDG. Practical implications – This case can be used for the teaching of decision making, business strategy, the RBV of strategy, dynamics capabilities, and DDG. Originality/value – This paper provides an example of the functioning of the capability and dynamic capability of DDG.

scholarly journals Understanding collaborative innovation from a dynamic capabilities perspective

2018 ◽  
Vol 30 (6) ◽  
pp. 2396-2416 ◽  
Author(s):  
Philip Alford ◽  
Yanqing Duan
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Future Research ◽  
Key Factors ◽  
Strong Base ◽  
Content Type ◽  
Collaborative Innovation ◽  
Management Organisation

PurposeThis paper aims to understand the key factors affecting collaborative innovation in a destination management organisation from a dynamic capability perspective.Design/methodology/approachAn in-depth case study was conducted using semi-structured interviews with the CEO and Chairman of the destination management organisation (DMO) and internal DMO documents from 2011 to 2016. Thematic analysis was carried out on the data both deductively, with generic themes identified and informed by theory, and inductively, where detailed subthemes were developed from the data.FindingsThe success of innovation in the context of a DMO depends on having a strong base of microfoundations that underpin the DMO’s capabilities to sense and seize opportunities and reconfigure its assets for competitive advantage. Collaboration with the key players in the sector has been the essential elements of these microfoundations.Research limitations/implicationsThis study has been conducted within a single DMO case study. Future research should test the proposed models in different types of organisations and collaborative contexts.Practical implicationsThe proposed dynamic capability framework helps managers achieve collaborative innovation, leading to competitive advantage through better development of relevant capabilities.Originality/valueThe study represents a first attempt to understand the key factors enabling successful collaborative innovation in the context of DMOs, from a dynamic capability perspective. The unique opportunity of accessing information and witnessing the changes in a DMO over a period of five years enabled the authors to gain in-depth insights and comprehensive understanding as to why and how a UK DMO has been successful in enhancing its business performance through a successful collaborative innovation.

Exploring organizational problem-solving modes: a dynamic capabilities approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matin Mohaghegh ◽  
Andreas Größler
Keyword(s):  
Problem Solving ◽  
Dynamic Capabilities ◽  
Fundamental Solutions ◽  
Capabilities Approach ◽  
Dynamic Capability ◽  
Learning Mechanisms ◽  
Content Type ◽  
Improvement Programs ◽  
Micro Foundations

PurposeAdopting the dynamic capability perspective, this study aims at exploring which problem-solving capabilities result in fundamental solutions with a potentially low likelihood for problems to recur. This can also shed light on why, despite many attempts, process improvement programs often fail to produce such long-term solutions.Design/methodology/approachA case study is carried out to inductively describe and classify problem-solving in companies and to indicate why problem-solving efforts are typically bounded to short-term solutions. The empirical findings are triangulated with findings from the extant literature.FindingsFirst, the authors propose three problem-solving modes with different characteristics and potential impacts on operational performance: intuitive problem-solving, semi-structured problem-solving and systematic problem-solving. Second, by emphasizing dynamic capabilities' micro-foundations and with the focus on learning mechanisms, the authors show that, among these modes, only systematic problem-solving can serve as a dynamic capability with fundamental solutions. Third, based on insights from the case study, the authors address behavioral and organizational impediments that curb dynamic capabilities and limit systematic problem-solving adoption.Originality/valueThis study is an empirically informed attempt to understand systematic problem-solving as a dynamic capability. The authors uncover the micro-foundations and the learning mechanisms through which systematic problem-solving becomes a dynamic capability. By highlighting problem-solving orientation as a hardly investigated dimension of improvement programs, the authors show that a mixture of a static problem-solving approach and a set of impediments at both individual and organizational levels is the major reason of failures of improvement programs over time.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

MANAGING INTERINDUSTRY DIFFERENCES THROUGH DYNAMIC CAPABILITIES: THE CASE STUDY OF NOKIA

2005 ◽  
Vol 02 (03) ◽  
pp. 235-257 ◽  
Author(s):  
ARABELLA BHUTTO
Keyword(s):  
Competitive Advantage ◽  
Mobile Communication ◽  
Mobile Networks ◽  
Consumer Goods ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Communication Industry ◽  
Mobile Communication Industry ◽  
The Impact

This paper examines the case of Nokia as a player of the mobile communication industry and provider of mobile communication system: Mobile handsets (consumer goods) and mobile networks (CoPS). Our aim is to analyze the impact of strategic management and dynamic capability developed by a firm of such an industry, which supports the entire system and manages inter-industry differences of consumer goods and CoPS. Recent convergence among technologies has raised competition among firms. Achieving and sustaining competitive advantage in this converging market is therefore possible by identifying threats and then developing strategies and capabilities to resolve them. This article concludes by examining how the firm can achieve its competitive advantage.

Developing dynamic capabilities for learning and internationalization

2016 ◽  
Vol 11 (3) ◽  
pp. 328-347 ◽  
Author(s):  
Margaret Tallott ◽  
Rachel Hilliard
Keyword(s):  
Conceptual Model ◽  
Dynamic Capabilities ◽  
Single Case ◽  
Empirical Work ◽  
Strategic Decision ◽  
Dynamic Capability ◽  
Single Case Study ◽  
Capability Development ◽  
Content Type

Purpose – The purpose of this paper is to examine the development process of dynamic capabilities. Design/methodology/approach – The paper adopts a qualitative, longitudinal participant-observation research design. A single case study firm was observed over a ten-year period of active researcher engagement allowing for the collection of rich data on the development and deployment of dynamic capabilities as they evolved. Findings – Dynamic capabilities can be identified as sensing, seizing and transforming. They are capable of intentional development by managers through strategic decision making and deliberative learning, within a path-dependent evolution. Research limitations/implications – A longitudinal single case study allowed for a close look at the development of dynamic capabilities, exploring the context and conditions that facilitated change and tracing the evolution of the organization’s processes. However, this study remains subject to the limits of a single case approach. Future cross-sectional research would be able to test the conceptual model and allow for generalization of the findings to other populations of firms. Practical implications – The dynamic capability concept has been criticized for being of little practical use to managers. This research shows the process of intentional dynamic capability development, offering insights to practicing managers. Originality/value – This research adds to the relatively scant base of empirical work on dynamic capabilities and offers a conceptual model of dynamic capability development. The paper contributes to the neglected area of dynamic capabilities in SME’s, showing that the dynamic capability concept is relevant to this sector. The paper provides insight for practitioners by showing that intentional dynamic capability development is achievable.

Behavioral lessons from Flipkart’s Big-Billion Day sale

2016 ◽  
Vol 26 (4) ◽  
pp. 453-475 ◽  
Author(s):  
Tulsi Jayakumar
Keyword(s):  
Decision Making ◽  
Behavioral Economics ◽  
Competitive Advantage ◽  
Secondary Data ◽  
Reference Points ◽  
Consumer Decision Making ◽  
Content Type ◽  
Study Approach ◽  
Behavioral Aspects

Purpose The purpose of this paper is to understand the behavioral lessons and managerial implications of deep discount strategies used by e-commerce firms to gain a competitive advantage over rivals. The paper seeks to understand the behavioral aspects of consumer and competitor response to such online sales, particularly with reference to e-satisfaction and e-loyalty. The case study seeks to: understand the behavioral aspects of utility and customer satisfaction; understand the behavioral aspects influencing customer attitudes, preferences and choice; understand heuristics involved in consumer decision-making; and understand possible firm strategies based on a thorough analysis of behavioral influencers of customer decisions. Design/methodology/approach The paper follows a case study approach. Secondary data sources from the library, company website and newspaper articles have been used to build a case which would encourage students to discuss and analyze the application of principles of behavioral economics to marketing problems faced especially by e-retailers. It uses Flipkart’s botched-up Big-Billion Day sale to drive home lessons in behavioral economics to marketers. Findings With growing internet penetration, e-retail presents high potential in India along with its BRICS peers. However, the task of grabbing customer mindshare, as also a share of wallet of the growing Indian purchasing power through monster discounts and deals by e-tailers may not work. Firms such as Flipkart may strategize using principles of behavioral economics including confirmatory bias, framing effects, reference points, principles of loss aversion, heuristics and the peak–end rule to influence customer decision-making in their favor. They must also guard against any incidents/events which invoke the representativeness heuristic or negative confirmatory biases towards e-commerce portals. Practical implications E-tailers in countries like India should understand the behavioral implications of deep discount strategies and deals offered by them as a means of gaining competitive advantage. Attention to e-service outcome quality and e-service recovery is important. Originality/value The case is unique in its applications of behavioral economics principles to e-retailing in India. It seeks to apply behavioral principles to a major e-commerce marketing event in India. With the e-commerce industry likely to boom in India, the case study provides unique insights into competitive pricing strategies adopted by e-retailers and the feasibility thereof.

Exploring the Role of IS in Dynamic Capabilities

2010 ◽  
Vol 1 (2) ◽  
pp. 19-37 ◽  
Author(s):  
Stephen Duhan ◽  
Margi Levy ◽  
Philip Powell
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Recent Literature ◽  
Dynamic Capability ◽  
Sustainable Competitive Advantage ◽  
Capability Development ◽  
Over Time ◽  
Systemic View

Resource-based theory suggests that firms develop idiosyncratic capabilities that contribute to sustainable competitive advantage when they are valuable, rare, inimitable and non-substitutable. The successful use of information systems (IS) and information technology (IT) has been linked to improved firm performance. Recent literature suggests that a deeper understanding of what capability means in practice may be gained from a disaggregation into component competences and resources. A better understanding of the role of IS/IT in business level capability may be achieved through a fuller articulation, both of the capability itself, and the contribution of IS/IT, together with an evaluation of the effectiveness in delivering sustainable competitive advantage. A dynamic capabilities perspective explains the way firms adapt capabilities to changing market environments over time. This paper explores these propositions through an exploratory case study using a framework derived from a resource-based and systemic view of the firm. The analysis suggests a dynamic Capability Development Model through which the implications and potential for IS and IT over time may be understood. The paper addresses three issues. First, it offers a better articulation of what capability concepts mean in practice. Second, it takes a disaggregated understanding of capabilities, and third, it sheds light on the dynamics of capabilities.

A business model approach to supply chain management

2015 ◽  
Vol 20 (6) ◽  
pp. 587-602 ◽  
Author(s):  
Peter Trkman ◽  
Marko Budler ◽  
Aleš Groznik
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Single Case ◽  
Secondary Data ◽  
Capabilities Approach ◽  
Model Management ◽  
Content Type ◽  
Strategic Issues

Purpose – This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models. Design/methodology/approach – The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports. Findings – An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model. Research limitations/implications – The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted. Practical implications – SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes. Originality/value – This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.

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.

Dynamic capabilities for digitalisation in the AECO sector – a scientometric review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Douglas Aghimien ◽  
Clinton Ohis Aigbavboa ◽  
Ayodeji Emmanuel Oke ◽  
David Edwards ◽  
Wellington Didibhuku Thwala ◽  
...  
Keyword(s):  
Dynamic Capabilities ◽  
Business Processes ◽  
Industrial Revolution ◽  
Secondary Data ◽  
Business Environment ◽  
Theoretical Background ◽  
Market Demand ◽  
Content Type ◽  
Future Studies ◽  
Industrial Management

PurposeA scientometric review of extant literature is conducted to define and delineate upon the enabling dynamic capabilities required to engender the digitalisation of organisations operating in the architecture, engineering, construction and operations (AECO) sector. A secondary aim sought to provide direction for future studies and theories to be tested in this novel field of investigation as well as stimulate wider polemic debate amongst industry stakeholders.Design/methodology/approachAn interpretivist philosophical stance and inductive approach was undertaken in this study, using a grounded theory strategy. Secondary data used was sourced from the Scopus journal database using specific related keywords. VOSviewer was used to prepare co-occurrence maps based on the bibliographic data gathered.FindingsAECO organisations that seek digitalisation must possess the capability to sense and seize opportunities and threats within the business environment and reconfigure their business processes to best meet their market demand. This can be achieved by improving on attributes relating to industrial management and strategic planning, organisational learning, enterprise resource management and innovative information technology. Future studies should target novel areas such as AECO organisations' ambidexterity and service innovation.Originality/valueThis is the first study to explore the dynamic capabilities of AECO organisations in relation to digitalisation adoption. Therefore, the research serves as a robust theoretical background for signposting AECO organisations who seek to transition to digital solutions in the fourth industrial revolution.

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