A conceptual framework

2019 ◽  
Vol 31 (2) ◽  
pp. 331-347 ◽  
Author(s):  
George Kofi Amoako
Keyword(s):  
Competitive Advantage ◽  
Conceptual Model ◽  
Future Study ◽  
Implementation Strategies ◽  
Strategy Implementation ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Content Type ◽  
Effective Implementation ◽  
Environmental Activities

Purpose The purpose of this paper is to explore the possible effects of corporate environmental activities on sustainable competitive advantage through the mediation of leadership factors and effective implementation strategies. Design/methodology/approach The work is essentially non-empirical review of the literature with the development of a conceptual model which can be tested in a later study. Findings The study proposes that corporate environmental activities can give firms competitive advantage. The studies also propose that stakeholders can act as pressure thereby moderating the relationship between corporate environmental activities and sustainable competitive advantage. Leadership factors and effective implementation affect competitive advantage. Research limitations/implications This study has a few limitations that must be considered and could provide guidance for future study; as this study does not address customers point of view, future study could help in the investigation in order to get a holistic view. Moreover, the study is based on the literature, and the conceptual model has not been tested. Practical implications The study proposes that good leadership and effectiveness in strategy implementation can make corporate environmental activities lead to sustainable competitive advantage. The findings of the study provide managers of firms with a possible tool in creating sustainable competitive advantage. Originality/value Despite the rapid growth in research on environmental issues in corporate world, limited studies have been conducted on how leadership factors and effectiveness of strategy implementation can influence how corporate environmental activities affect competitiveness of firms. This study makes an original contribution by proposing strategies for sustainable competitive advantage through the instrumentality of corporate environmental decisions.

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.

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 Impact of CRM adoption on organizational performance

2020 ◽  
Vol 30 (1) ◽  
pp. 59-77 ◽  
Author(s):  
Abid Ullah ◽  
Shahid Iqbal ◽  
S.M. Riad Shams
Keyword(s):  
Regression Analysis ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Banking Sector ◽  
Management Service ◽  
Content Type ◽  
Technological Turbulence ◽  
Moderating Role

Purpose Customer relationship management (CRM) is instrumental to attain and sustain organizational competitive advantage. Innovation in terms of CRM adoption is the key to gain competitive advantage, and being innovative is dependent on how well organizations know about changing demands of customers and their changing ways to gain access to the market. There is hence a need to develop ongoing empirical insights from diverse management perspectives into the effect of CRM adoption on organizational performance. In this context, the purpose of this study is to develop empirical insights in relation to the moderation of technological turbulence in the banking sector. Design/methodology/approach Primary data were collected and analyzed from 277 CRM staff-members of the banking sector in Pakistan to test a conceptual model. Frequencies of demographics are calculated with correlation and regression analyses using SPSS. The correlation analysis was performed to identify the direction that exists between the dependent and independent variables, and the regression analysis was performed to study the strength/intensity of the independent variable over the dependent variable. Moderating regression analysis was performed to find the moderation effect of technological turbulence on CRM adoption and organizational performance. Findings The CRM adoption has a critical positive impact on organizational performance in the settings of business-to-customer (B2C) perspective in the banking sector. Moreover, the results uncover that improved client satisfaction through CRM adoption prompts better organizational performance in the B2C organization. The authors also have found that technological turbulence has a negative guiding impact on the association linking with CRM adoption, as well as organizational performance. Research limitations/implications The conceptual model that is proposed in this study and supported by empirical insights offers researchers to develop future research studies on the moderating role of technological turbulence to analyze the influence of CRM adoption on organizational performance. Practical implications The empirical insights of this study are valuable for the professionals in the banking sector and other B2C organizations to enrich their organizational performance through CRM adoption while considering the moderating role of technological turbulence. Originality/value Based on an empirical study, in support of an original conceptual model, the insights of this paper contribute to the extant literature in the CRM, bank marketing and management, service management, B2C marketing and the emerging economy knowledge streams.

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.

Deal of the day at Cherry.ee

2011 ◽  
Vol 1 (3) ◽  
pp. 1-13
Author(s):  
Katri Kerem ◽  
Dietmar Sternad
Keyword(s):  
Social Media ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Business Model ◽  
Strategic Decision ◽  
First Year ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Start Up ◽  
Deal Of The Day

Subject area Marketing, branding, strategic management, online retailing, and entrepreneurship. Study level/applicability Postgraduate courses in: strategic management; marketing management (branding); and entrepreneurship. Case overview The case describes the founding and the first year of an Estonian internet start-up, the “deal-of-the-day” web site Cherry.ee. The focal topic of the case is the analysis of alternative scenarios for the further development of the company after the first year in business: selling the company, entering into a merger with similar businesses, or continuing to develop the brand independently. The case gives an example of creating a new market, introducing a new business model and launching a brand with substantial use of social media marketing. The successful business model was quickly copied by a lot of followers creating a fierce competitive environment and raising a question of sustainability of the competitive advantage. The case provides an opportunity to discuss how to strategically handle the development of a growing start-up company in an increasingly competitive market environment. Expected learning outcomes Understanding the critical success factors and potential pitfalls for an internet start-up; developing skills to critically analyze the concept of sustainable competitive advantage; comprehension of the main factors influencing the strategic decision on whether to follow a growth, cooperation, or exit strategy; and awareness of the relative advantages of online and offline marketing and understanding how social media strategies can be used to build a brand. Supplementary materials Teaching note.

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