Sources of Market Pioneer Advantages: The Case of Industrial Goods Industries

1988 ◽  
Vol 25 (1) ◽  
pp. 87-94 ◽  
Author(s):  
William T. Robinson
Keyword(s):  
Cross Section ◽  
Competitive Advantages ◽  
Industrial Market ◽  
Market Shares ◽  
Broad Cross Section ◽  
Sustainable Competitive Advantages

In a broad cross-section of industrial goods businesses, market pioneers tend to have substantially higher market shares than late entrants. A stronger product in relation to competitors’ products and certain industry characteristics help explain these pioneer share advantages. Though pioneering a new industrial market is not easy, the findings indicate that many pioneers develop important and sustainable competitive advantages.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Case Study on the Implementation of G Company’s Strategic Corporate Social Responsibility

2020 ◽  
Vol 11 (10) ◽  
pp. 398-409
Author(s):  
Lu Sun ◽  
◽  
Yuan-Yuan Huang ◽  
Yi-Ling Luo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Corporate Strategy ◽  
Listed Company ◽  
Competitive Advantages ◽  
Industrial Economics ◽  
Whole Process ◽  
G Company ◽  
Corporate Social ◽  
Sustainable Competitive Advantages

Over the years, scholars have verified that corporate social responsibility activities can bring sustainable competitive advantages to enterprise, but few have studied how to apply the corporate social responsibility theoretical framework to corporate activities. This paper selects G company, a listed company in China, as the case. It is an excellent company rated as “five-star social responsibility fulfillment enterprise” by CFIE (China Federation of Industrial Economics) from 2014 to 2017, we explore the way of combining social responsibility activities with corporate strategy, so as to provide experience and reference for other companies in fulfilling social responsibility continuously. We found that G company took the R&D of green silicone material products as the main driving force to fulfill its social responsibility, and closely combines its core business activities with social responsibility activities, runs the concept of social responsibility through the whole process of production and operation, and strives to build a social responsibility management mechanism with the characteristics of company, thus bringing sustainable competitive advantages of enterprise.

COMPETITIVE STRATEGIES FOR INNOVATION AND INVESTMENT DEVELOPMENT OF AGRICULTURAL PRODUCTION ENTITIES

2019 ◽  
Vol 4 (4) ◽  
pp. 411-418
Author(s):  
Anna Orel
Keyword(s):  
Agricultural Production ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Agricultural Producers ◽  
The Sustainable Development ◽  
Five Elements ◽  
Definition Of ◽  
Sustainable Competitive Advantages ◽  
Innovative Orientation

Introduction. Ensuring the sustainable development of domestic agricultural producers involves achieving and maintaining a sufficient level of economic efficiency and competitiveness for the implementation of expanded reproduction. This, first of all, implies the formation of an appropriate level of competitiveness through the creation of sustainable competitive advantages of products and manufacturers. This process is impossible without attracting investment resources and introducing innovations in order to create competitive advantages, strengthen market positions and increase the level of concentration of productive capital. The latter necessitates a comprehensive strategic planning, which would be based on the innovative orientation of investment activities. The purpose of the article is to form theoretical and methodological and applied principles of competitive strategies formation of innovation and investment development of agricultural production entities. Method (methodology). Methods of comparison, analysis, theoretical and logical generalization are applied in the course of research. The dialectical method of research became the methodological basis. Results. The author’s vision of the definition of “competitive strategy” is offered in the article. The classification of competitive strategies is developed. A model of a strategic rhombus is proposed as a theoretical basis for determining areas for improving the mechanisms of managing the competitiveness of agribusiness entities, which includes five elements: arena; conductor; differentiators; sequence; economic logic. The proposals of applied character concerning realization of competitive strategies of innovative-investment development of subjects of agricultural production are substantiated. Key words: competitive strategies, subjects of agricultural production; innovation and investment development; competitiveness management.

Using structural equation modelling to assess the sustainable competitive advantages provided by the low-cost carrier model

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vedant Singh ◽  
S. Vaibhav ◽  
Somesh Kr. Sharma
Keyword(s):  
Structural Equation Modelling ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Low Cost ◽  
Future Research ◽  
Competitive Advantages ◽  
Content Type ◽  
Equation Modelling ◽  
Five Factors ◽  
Sustainable Competitive Advantages

PurposeThe purpose of this study is to examine the relationships between the dimensions of sustainable competitive advantages in the Indian low cost airlines.Design/methodology/approachThis study used structural equation modelling methods to identify the factors that significantly affect the sustainable competitive advantages enjoyed by Indian low-cost carriers (LCCs). Specifically, this study is based on the data from 208 airline experts that populate multiple structural equation models.FindingsResults indicate that indigenous efficiency, the LCCs perceptions of threat, dexterity, strategic persuasion and the LCC adopting an enabling role positively affect LCCs’ competitive advantages. These five factors were all correlated with each other. The results also show that relative to an LCC’s dexterity, indigenous efficiency is a stronger predictor of an LCC’s competitive advantages.Originality/valueThis study provides low-cost airlines with valuable information for designing effective strategies for obtaining competitive advantages in the LCC sector. To conclude the paper, the authors offer practical recommendations for managers and suggest some avenues for future research in this area.

scholarly journals An Empirical Study on Green Innovation Strategy and Sustainable Competitive Advantages: Path and Boundary

2018 ◽  
Vol 10 (10) ◽  
pp. 3631 ◽  
Author(s):  
Baoshan Ge ◽  
Yibing Yang ◽  
Dake Jiang ◽  
Yang Gao ◽  
Xiaomin Du ◽  
...  
Keyword(s):  
Dynamic Capabilities ◽  
Environmental Uncertainty ◽  
Reference Value ◽  
Mediating Effect ◽  
Management Theory ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Green Innovation ◽  
Sustainable Competitive Advantages ◽  
The Impact

Although green innovation strategy (GIS) is the driving force for the sustainable development of enterprises, while the strategy is implemented, an increased cost and a change in organizational routines will cause an organization to become fragile, and even affect the sustainable competitive advantages. So, the purpose of this paper is to explore the impact path of GIS on sustainable competitive advantages and the implementation boundary of GIS. To explain the impact path, we consider the concept of dynamic capabilities to be the mediator variable. To explain the implementation boundary of GIS, we systematically explore the relationships among GIS, dynamic capabilities and sustainable competitive advantages under different levels of environmental uncertainty. Based on 241 new Chinese green firms, the empirical results find that GIS helps enterprises to gain sustainable competitive advantages. However, in the process of strategy implementation, enterprises should choose appropriate methods according to different degrees of environmental uncertainty. In a low environmental uncertainty, dynamic capabilities play a full intermediary role between GIS and sustainable competitive advantages. However, in a high environmental uncertainty, dynamic capabilities have no mediating effect between GIS and sustainable competitive advantages. This study not only integrates green management theory and strategic management theory but also makes up for the deficiencies in research on these theories and has important reference value for enterprises that seek to carry out green innovation activities.

Graphic Satire and the Printed Image in Shakespeare’s London

2016 ◽  
Author(s):  
Helen Pierce
Keyword(s):  
Seventeenth Century ◽  
Cross Section ◽  
Commercial Practice ◽  
Graphic Satire ◽  
Single Sheet ◽  
The Common ◽  
Broad Cross Section ◽  
Print Market

How was the multiplied, printed image encountered in Shakespeare’s London? This chapter examines a range of genres and themes for single sheet, illustrated broadsides in an emerging, specialist print market. It discusses how such images were used to persuade and to entertain a potentially broad cross-section of society along moral, political and religious lines, and according to both topical and commercial interests. The mimetic nature of the English print in both engraved and woodcut form is highlighted, with its frequent adaptation of continental models to suit more local concerns. Consideration is also given to the survival of certain images in later seventeenth-century impressions, indicative of popularity and the common commercial practice of reprinting stock from aging plates and blocks, and the sporadic nature of censorship upon the illustrated broadside.

scholarly journals Leading Innovation: the theoretical basis and connotation

2020 ◽  
Vol 214 ◽  
pp. 03028
Author(s):  
Haibing Liu ◽  
Lei Yang
Keyword(s):  
Corporate Strategy ◽  
Social Value ◽  
Social Progress ◽  
Human Society ◽  
Competitive Advantages ◽  
Positive Interaction ◽  
Four Dimensions ◽  
Innovation Culture ◽  
Social Interests ◽  
Sustainable Competitive Advantages

The concept of Leading Innovation is tentatively defined from four dimensions: Value, Attitude, Effect and Driving (VERD). The value orientation of innovation-leading is beyond the satisfaction of enterprises’ own interests and values. It is committed to the dual balance between enterprises’ own interests and the promotion of social interests, and attaches more importance to the realization of their own interests during the process of promoting social progress. Leading Innovation leads innovation to a higher level, which requires a stronger sense of social responsibility as the guidance, in an innovative way to “guide, leading” the choice and implementation of corporate strategy, so as to achieve positive interaction between the value of enterprise benefits and social value, promote the progress of human society; In addition to building sustainable competitive advantages of enterprises, the effect of innovation-leading is more important because of its contribution to industrial technology and social progress; The driving force of innovation is innovation culture.

scholarly journals Managing Business-to-Business Customer Relationships following Key Contact Employee Turnover in a Vendor Firm

2002 ◽  
Vol 66 (2) ◽  
pp. 83-101 ◽  
Author(s):  
Neeli Bendapudi ◽  
Robert P. Leone
Keyword(s):  
Cross Section ◽  
Employee Turnover ◽  
Customer Relationships ◽  
Broad Cross Section ◽  
Business Customers ◽  
Business To Business ◽  
Oriented Approach

Customers form relationships with the employees who serve them as well as with the vendor firms these employees represent. In many cases, a customer's relationship with an employee who is closest to them, a key contact employee, may be stronger than the customer's relationship with the vendor firm. If the key contact employee is no longer available to serve that customer, the vendor firm's relationship with the customer may become vulnerable. In this article, the authors present the results of two studies that examine what business-to-business customers value in their relationships with key contact employees, what customers' concerns are when a favored key contact employee is no longer available to serve them, and what vendor firms can do to alleviate these concerns and to retain employee knowledge even if they cannot retain the employee in that position. The studies are based on a discovery-oriented approach and integrate input from business-to-business customers, key contact employees, and managers from a broad cross-section of companies to develop testable propositions. The authors discuss managerial and theoretical implications and directions for further research.

ALLERGIC COLIC IN INFANTS IN THE GENERAL PRACTICE OF PEDIATRICS

PEDIATRICS ◽  
1956 ◽  
Vol 18 (5) ◽  
pp. 832-832
Author(s):  
Frederick J. Martin
Keyword(s):  
Cross Section ◽  
Migraine Headache ◽  
Social Classes ◽  
Basic Question ◽  
Perennial Allergic Rhinitis ◽  
Pediatric Practice ◽  
Gastrointestinal Allergy ◽  
The Family ◽  
History Of ◽  
Broad Cross Section

Gastrointestinal allergy has been said to be a rare cause of colic in infancy. We had been impressed by the family history of allergy elicited in many cases. Frequent occurrence in colicky babies of stools containing mucus, eosinophils, and sometimes blood, was also noted. The Nance method of staining stool mucus for eosinophils was used. A point was made of inquiring concerning hay fever, allergic asthma, perennial allergic rhinitis, atopic dermatitis, frequent and severe sinusitis and migraine headache, in the mother, father, siblings, grandfathers, uncles, aunts and first cousins. This has been done in the case of all newborns. The following data were accumulated from newborns whom we treated throughout the course of their complaint. We found 367 colicky infants among 611 who came from allergic families, an incidence of 60.1 per cent; among 296 infants from non-allergic families, 74 had colic, an incidence of 25 per cent. Where the father and mother both suffered from major manifestations of allergy, out of 55 infants, 43 had colic, an incidence of 78.2 per cent. A total of 814 infants had 308 colicky babies among them, an incidence of 36.1 pen cent in our practice. These data were gathered because we could find none in the literature answering the basic question of the incidence of colic in private pediatric practice. A broad cross-section of social classes and nationalities found in a metropolitan area were included. The over-all incidence of 36.1 per cent was a surprise to us. The incidence of 60.1 per cent of colic found in allergic families was impressive.

External and Internal Knowledge in Organizations

2010 ◽  
pp. 298-307
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Competitive Advantages ◽  
Learning Trajectories ◽  
Sustainable Competitive Advantages ◽  
Over Time ◽  
Internal Knowledge

In this article we discuss how knowledge and learning contribute to developing sustainable competitive advantages in firms. We argue that effective knowledge management (KM) initiatives for this purpose should support appropriate learning initiatives (which we define in terms of learning trajectories [LTs] of individuals and groups within the firm) in order to ensure that knowledge needs are adequately covered over time.

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