Fred R. David and Forest R. David. Strategic management: A competitive advantage approach, concepts and cases. Malaysia: Pearson, 2016, 696 pages, $282.20 hardback

2018 ◽  
Vol 71 (4) ◽  
pp. 638-641 ◽  
Author(s):  
Brad Ward
Keyword(s):  
Strategic Management ◽  
Competitive Advantage

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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 Entrepreneurship and Strategic Management: A Critical Analysis on these Paradigms' Relationship

Pravaha ◽  
2020 ◽  
Vol 26 (1) ◽  
pp. 73-80
Author(s):  
Gyanendra Bikram Shah
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Critical Analysis ◽  
Parental Perspectives

The purpose of this study is to provide a better understanding of the arguments concerning the various views provided by different academics in the fields of entrepreneurship and strategic management and then to find a position in which practice is generally agreed on by the divisions. The researcher examined the fundamental theories of the two paradigms of entrepreneurship and strategic management and also examined existing literature submitted by scholars in the fields who tried to look at the intersection of the two paradigms. This post, however, aims to highlight the need to see the two disciplines as being similar from various parental perspectives. Literature on each of the paradigms was checked to provide a better understanding of them. The researcher was able to consider such intersecting variables, such as culture, which was seldom stressed as a factor influencing the opportunity-seeking conduct of an entrepreneur and competitive advantage-seeking activities to create wealth and ensure the economic development and survival of an organization.

scholarly journals The Circular Economy

2019 ◽  
Vol 1 (1) ◽  
pp. 298-309 ◽  
Author(s):  
José G. Vargas-Hernández ◽  
Marlene De Jesús Morales Medrano
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Circular Economy ◽  
Social Impact ◽  
Point Of View ◽  
Economy Model ◽  
Operational Level ◽  
Resources And Capabilities ◽  
The Right

The purpose of this document is to analyze the Circular Economy (CE) model from the point of view of the resources and capacities of the organization. How is the application of the Circular Economy model related to Strategic Management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage, in other words, the application of the CE is related to Strategic Management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.

A Complex Responsive Process Approach to Strategic Management

2013 ◽  
pp. 39-51 ◽  
Author(s):  
Sharon E. Norris
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Competitive Strategies ◽  
Top Down ◽  
Performance Achievement ◽  
Strategic Behaviors ◽  
Complex Responsive Processes

Traditional strategic management focuses on securing organizational assets and maximizing resources through top-down leadership and the formation of competitive strategies to advance market position, meet performance objectives, and gain competitive advantage. Top-down bureaucratic paradigms are not well suited for gaining an edge in the knowledge economy, and in many cases, these strategic behaviors are counterproductive. There is a growing need for alternative ways of thinking about strategic management and human resource development. Complexity science provides a new framework for 21st century strategic management. The complex responsive processes approach to strategic management strengthens employee engagement, knowledge creation, and organizational learning, and it improves performance, achievement of long-term competitive advantage, and strengthens intellectual capital.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

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