Revisiting an identity-based view of sustainable competitive advantage

2001 ◽  
Vol 27 (6) ◽  
pp. 691-699 ◽  
Author(s):  
C. Marlene Fiol
Keyword(s):  
Competitive Advantage ◽  
Core Competency ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Special Issue ◽  
The Past ◽  
Organizational Identities ◽  
Sustainable Advantage ◽  
Identity Based

Those of us who contributed to the Journal of Management’s 1991 special issue on a resourcebased view of the firm began with the assumption that it is possible for a firm to gain and maintain a sustainable competitive advantage. Based on that general premise, we presented various arguments suggesting that a firm’s resources represent a major source of that potential advantage. Ten years later, I begin this revisit of my identity-based view of sustainable advantage by questioning our premise that it is possible to gain a sustainable advantage based on any particular core competency, no matter how inimitable. I then review what we have learned during the past decade about organizational identities and identification and their role in creating and destroying a firm’s temporary competitive advantages.

scholarly journals ANALYSIS OF THE COMPETITIVE ADVANTAGE SUSTAINABILITY FACTORS BASED ON THE KEY COMPETENCIES OF AN ELECTRICAL ENGINEERING ENTERPRISE

2020 ◽  
pp. 134-141
Author(s):  
S. B. Moiseev
Keyword(s):  
Competitive Advantage ◽  
Organizational Development ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Evolutionary Mechanisms ◽  
Industrial Companies ◽  
Key Competencies ◽  
Methodological Approaches ◽  
Engineering Enterprise

The factors influencing the possibility of the theory of key competencies adaptation within the traditional ideas of the resource approach to ensure the long-term competitiveness of companies have been considered. For this purpose, the review of features of application of key competencies during the formation of strategies of the industrial companies of mature sectors of industries has been carried out, in which thanks to action of evolutionary mechanisms of technological and organizational development there are objective preconditions for creation of steady competitive advantages on their basis. The necessity of development of methodological approaches to the formation of company’s competitive strategy in the sector of electrical production based on the formation of organizational-economic mechanism of adaptation to external influences and internal changes to manage the development of key competencies as factors of sustainable competitive advantage in the future and the formation of long-term effective business development model of the enterprise, has been substantiated.

Generating Competitive Advantages for the Polytechnic Universities in Mexico

2019 ◽  
pp. 477-507
Author(s):  
Lizbeth Vargas-Cabrera ◽  
Jesus Manuel Muñoz-Pacheco
Keyword(s):  
Competitive Advantage ◽  
Statistical Data ◽  
Analytical Framework ◽  
Superior Performance ◽  
Educational Services ◽  
Opportunity Costs ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Trade Offs ◽  
Mexican Government

This chapter proposes an analytical framework to understand the trade-offs of a firm dedicated to educational services for creating and sustaining a superior performance respect to its competitors. The proposed approach focuses on polytechnic universities as the firm understudy. Based on a statistical data from Mexican government, the five forces of Porter methodology is applied to found the clients, suppliers, new entrants, substitutes, and rivalry of the Polytechnic University of Puebla (PUP). In this scenario, the existing strengths are detected and the target of the firm to get a sustainable competitive advantage is defined. Finally, the strategies to break the barriers are proposed. The authors argue that by using those strategies the wedge between willing to pay of the clients and the opportunity costs of the suppliers can be improved. Additionally, they argue that the positioning (consolidation and reputation) of the PUP is achieved by applying the proposed strategies.

scholarly journals The challenges of creating sustainable competitive advantage in large B2B multidivisional corporations

2020 ◽  
Vol 12 ◽  
pp. 1188
Author(s):  
Isis Cassia Vannucci de Oliveira Koelle ◽  
Cristiane De Paula Bueno ◽  
Daniel Estima de Carvalho ◽  
Leandro Fraga Guimaraes
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Doing Business ◽  
Sustainable Competitive Advantages ◽  
The Way

It addresses the challenges that large multi-divisional B2B corporations face each day to take advantage of their corporate strategy and ensure sustainable competitive advantages. The synergies and interrelations that would give them such a position are not always simple to be achieved or even perceived by customers. The chosen approach was focused on B2B companies, because processes and communication tend to be more truncated, as they are usually more technical in the way of doing business. This can make the challenges of interrelation and synergy even greater.

scholarly journals Competitive Advantages of the Chinese Economy: Experience for Russia

2020 ◽  
Vol 4 (4) ◽  
pp. 299-307
Author(s):  
Maria Balashova ◽  
Anastasiia Trufanova
Keyword(s):  
Competitive Advantage ◽  
Chinese Economy ◽  
Added Value ◽  
Special Role ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Base ◽  
Economic Relations ◽  
International Economic Relations ◽  
National Economies

The article intends to consider the principle of the world economy evolution which is evidence that the competitive advantages of countries have always taken priority over the comparative ones, nature-driven growth reserves of national economies. Initially, a special role in their generation and ongoing improvement was played by the ability of domestic economic actors, including the state itself, to be able to create products with higher added value in order to achieve goals within the framework of the formulated strategies on the basis of their own resource base. The study revealed that over the years, practice has shown that a unique position in the system of international economic relations can be achieved by those countries that form their own competitive advantage through the use of foreign resource base, while maintaining domestic resource factors of production. The text refers to China which is a good example of a country that has followed this path and was able to form a sustainable competitive advantage, whose experience could be useful for Russia.

scholarly journals Real-time Visibility, Operational Insights and Actions with SAP Operational Process Intelligence, powered by HANA

2021 ◽  
Author(s):  
Harsh Jegadeesan
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
Sustainable Competitive Advantage ◽  
Business Outcomes ◽  
Operational Process ◽  
The Past ◽  
Business Operations ◽  
Operational Intelligence ◽  
Operational Data

Abstract Over the past decade, business operations in organizations are increasingly generating vast amounts of data. This steep increase in operational data – often known as big data – is a result of organizations capturing data at more fine-granular levels in business operations. Leveraging operational big data to improve business operations can create a sustainable competitive advantage to organizations. In this paper, we argue that operational big data is ”dead data” unless it is contextualized and made actionable for line-of-business users. Moreover, we explain how organizations can use SAP Operational Process Intelligence and the power of HANA to first, contextualize operational big data for real-time operational intelligence, second, provide line-of-business users visibility into business operations and business situations as they evolve and third, propose appropriate actions to respond to these business situations and help them reach business outcomes.

scholarly journals Product differentiation policy of the construction firm

2017 ◽  
Vol 19 (1) ◽  
pp. 51-63
Author(s):  
Aneta Marichova
Keyword(s):  
Competitive Advantage ◽  
Product Differentiation ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Construction Company ◽  
Construction Market ◽  
Market Product ◽  
Construction Firm ◽  
Product And Process ◽  
Construction Product

Abstract Usually, the possibility of product differentiation of the construction company is defined as restricted, limited. Product differentiation as a key element of product policy aims to create a sustainable competitive advantage in the minds of consumers, using tangible and intangible characteristics and product properties compared to the next strongest competitor. The ability of any company to differentiate their own product makes it distinct from competitors and gives the opportunity to control the market and build competitive advantages. The aim of the study is to prove: 1) The need to differentiate the product of the construction company, 2) Guidelines for differentiation of the construction product taking into accounts the specifics of the construction market, product and process.

scholarly journals Factors Affecting on Gaining a Sustainable Competitive Advantage for Sri Lankan Higher Educational Institutes

2018 ◽  
Vol 11 (4) ◽  
pp. 106
Author(s):  
Liyanachchi Mahesha Harshani De Silva ◽  
Charith D. Chitraranjan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Core Competencies ◽  
Decision Makers ◽  
Sri Lankan ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Factors Affecting ◽  
Student Teacher Relationship ◽  
Good Reputation

Over the past few years, number of seats has grown significantly in Higher Education Institutes (HEI), thus it becomes prudent to look at the ways of improving decision making of the HEI. Thus, the aim of this study is to investigate factors affecting the sustainable competitive advantage. Since literature does not support strong underpinnings in this area, an exploratory and grounded theory-based study was designed to conduct this study. The main contribution of this research is that we propose factors to consider for an HEI to achieve sustainable competitive advantage. Our findings indicate that proper student-teacher relationship, maintaining good reputation, maintaining a high rank and good indexing’s, maintain good relationships with industries, student participation in competitions, accreditation from reputable institutions are the most significant factors affecting the sustainable competitive advantage (AA) within Sri Lankan HEIs. To remain competitive and obtain competitive advantages, HEI decision makers can try to increase organizational performance by managing each dimension of core competence, i.e. Market profile; Innovation and Core Competencies.

A Model for Doing Business in Africa

2014 ◽  
pp. 197-253
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Competitive Strategies ◽  
Strategic Positioning ◽  
Market Segments ◽  
Strategic Intent ◽  
Doing Business ◽  
Competitive Model ◽  
Corporate Level

The chapter focuses on developing a business and competitive model to create and successfully manage a business in Africa. This includes strategic positioning of a firm in a market, corporate-level and competitive strategies that firms need to develop in order to successfully create a sustainable competitive advantage in the industries, and market segments they will compete in. Strategy and strategic management are defined and described fully. The perspectives and paradigms of formulation, implementation, and evaluation of a strategic intent are fully explored and covered here including determining the sources of a sustainable competitive advantage for a firm in an industry through the creation of a variety of competitive advantages.

Does law as resource bring a competitive advantage to companies?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fernando Teixeira ◽  
João J. Ferreira ◽  
Pedro Mota Veiga
Keyword(s):  
Competitive Advantage ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Business Law ◽  
Content Type ◽  
The Law

Purpose Resources and their analysis are essential to understand better companies’ internal and external dynamics and the weight each has in obtaining competitive advantages over the competition. This study aims to address the law and legal knowledge as a fundamental resource for companies to succeed in the markets to obtain a sustainable competitive advantage. Design/methodology/approach Based upon a sample of 200 managers, a structural equation model was used to validate the hypotheses under study. Findings Results show awareness and managers’ perception of the importance of law as a resource and its advantages for companies and the dichotomy between recognising this importance and not using it consistently. Originality/value Knowing the scope of business law and its growing importance for companies and being academically aware of the inexistence of studies that analyse the law as an individualised resource for companies, this study has a crucial contribution to the interconnection of these two fields – business and law.

Managing Culture as a Competitive Resource: An Identity-Based View of Sustainable Competitive Advantage

1991 ◽  
Vol 17 (1) ◽  
pp. 191-211 ◽  
Author(s):  
C. Marlene Fiol
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Cognitive Processes ◽  
Social Meaning ◽  
Sustainable Competitive Advantage ◽  
Identity Based ◽  
Critical Links ◽  
And Behaviors ◽  
Cultural Linguistics

How can organizations manage the cognitive processes by which a firm invests in resources for competitive advantage? Studies of organizational culture, as currently framed, have not provided adequate answers to this question. By focusing either on culture as underlying beliefs or on culture as behavioral manifestations, these studies have overlooked the critical links between beliefs and behaviors that are at the very core of managing cognitive processes for sustained advantage. This article reframes the culture concept to highlight the role of contextual identities in linking behaviors and their social meaning in organizations. Drawing on theories from cultural linguistics and structural anthropology, it argues that cognitive processes in organizations do not directly reflect either behaviors or underlying beliefs. Rather, they represent the interface between the two. To manage cognitive processes for competitive advantage requires that we attend to the identities by which people make sense of what they do in relation to a larger set of organizational norms.

Sign in / Sign up

Export Citation Format

Share Document