The Strategic Imperative and Sustainable Competitive Advantage: Public Policy Implications of Resource-Advantage Theory

1999 ◽  
Vol 27 (2) ◽  
pp. 144-159 ◽  
Author(s):  
S. D. Hunt
Keyword(s):  
Public Policy ◽  
Competitive Advantage ◽  
Policy Implications ◽  
Sustainable Competitive Advantage ◽  
Resource Advantage Theory ◽  
Strategic Imperative ◽  
Resource Advantage

scholarly journals Competition in Knowledge Ecosystems: A Theory Elaboration Approach Using a Case Study

2020 ◽  
Vol 12 (18) ◽  
pp. 7372
Author(s):  
Jeandri Robertson
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Frame Of Reference ◽  
Sustainable Competitive Advantage ◽  
Marketing Capabilities ◽  
Resource Advantage Theory ◽  
Ecosystem Level ◽  
Strategic Thought ◽  
Knowledge Exploration

This paper explores how competition works in knowledge ecosystems, using a theory elaboration approach. With little research conducted in this area to date, three strategic streams of thought—resource-advantage theory, dynamic capabilities framework, and adaptive marketing capabilities perspective—are compared as a departing point and a frame of reference regarding the dynamics of competition. The streams of strategic thought all converge around the notion that organizations must constantly renew themselves to adapt and align to a fast-changing marketplace. The characteristics of knowledge ecosystems are conceptualized, whereafter an in-depth case study is presented to empirically assess competition in knowledge ecosystems, focusing on the perspective of a keystone actor. At the ecosystem-level, knowledge ecosystems primarily expose and explore knowledge, indicating that they mostly operate in a pre-competitive state. The time needed and the limited control inherent to knowledge exploration translate into the keystone actor focusing on transient rather than sustainable competitive advantage. Knowledge ecosystems further prove to be central in the coevolution and the growth of other ecosystems through connecting and sharing of the explored knowledge base with other ecosystem actors who, in turn, exploit this knowledge common for commercial purposes and innovation.

Achieving Competitive Advantage through Innovation

2012 ◽  
pp. 77-94
Author(s):  
Wei Song
Keyword(s):  
Competitive Advantage ◽  
Qualitative Approach ◽  
Retail Sector ◽  
Future Studies ◽  
Resource Advantage Theory ◽  
Managerial Implications ◽  
Generic Strategies ◽  
Porter's Generic Strategies ◽  
Depth Interviews ◽  
Resource Advantage

Innovation in the service/retail sector has not been fully examined in the non-Western literature. This preliminary work presents a study that was conducted in Shanghai, China. Three sets of the literature are consulted: Porter’s Generic Strategies Model, Hunt’s Resource Advantage Theory (R-A), and previous studies in the service and retail sectors. Findings developed from six selected successful Chinese supermarket companies have identified three types of innovation adopted by Chinese retailers: Technology based, non-technology based, and resource based innovation. The study takes a qualitative approach by using the methods of documentation survey and in-depth interviews with a panel of ten supermarket experts. Some managerial implications are explicated, and the limitations of the study and directions for future studies are discussed.

scholarly journals Competitive advantage: operationalizing the concept based on the Resource-Advantage Theory

2009 ◽  
Vol 8 (2) ◽  
pp. 31-57
Author(s):  
Ricardo Messias Rossi ◽  
Andrea Lago Silva
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Case Studies ◽  
Field Research ◽  
Exploratory Research ◽  
Theoretical Literature ◽  
Analysis Methodology ◽  
Management Of Resources ◽  
Resource Advantage Theory ◽  
Resource Advantage

The objective of this study was to develop a method based on the “competitive advantage” concept for the internal analysis of organizations in the context of competition. A qualitative and exploratory research was carried out. From a theoretical literature review on this subject, a preliminary internal analysis methodology was developed, which was then improved with the information collected from the field research. The field research consisted of six case studies conducted in companies working in the area of agrochemical industry in Brazil. Hence, this study proposes a way to operationalize the concept of resources (a theoretical gap observed by some authors). In managerial terms, this study contributes providing administrators with a method of analysis that deals with decisions regarding the management of resources of an organization. 

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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