scholarly journals The resource-based view and marketing: The role of market-based assets in gaining competitive advantage

2001 ◽  
Vol 27 (6) ◽  
pp. 777-802 ◽  
Author(s):  
Rajendra K. Srivastava ◽  
Liam Fahey ◽  
H. Kurt Christensen
Keyword(s):  
Competitive Advantage ◽  
Customer Value ◽  
Business Processes ◽  
Shareholder Value ◽  
Theory Development ◽  
Practice Management ◽  
Competitive Advantages ◽  
Research Directions ◽  
Resource Based View

This article posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future. The article also illustrates how resource-based view (RBV) and marketing considerations in the context of generating and sustaining customer value can refine and extend each other’s traditional frames of analysis. Finally, the article posits a set of research directions designed to enable scholars to further advance the integration of RBV and marketing from both theory-driven practice management as well as a problem-driven theory development perspectives.

Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

2013 ◽  
pp. 303-319
Author(s):  
Petra Schubert ◽  
Susan P. Williams ◽  
Ralf Woelfle
Keyword(s):  
Competitive Advantage ◽  
Research Data ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Systems Research ◽  
Information Systems Research ◽  
Sustainable Competitive Advantages

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.

A Resource-Based View and Market Orientation Theory Examination of the Role of “Familiness” in Family Business Success

2007 ◽  
Vol 20 (1) ◽  
pp. 17-31 ◽  
Author(s):  
John Tokarczyk ◽  
Eric Hansen ◽  
Mark Green ◽  
Jon Down
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Family Business ◽  
Family Relationships ◽  
Customer Orientation ◽  
Business Success ◽  
Competitive Advantages ◽  
Resource Based View ◽  
Case Based

This article considers the familiness construct within the resource-based view of the firm by examining the manner in which intangible and other unique resources translate into competitive advantages held by family businesses. Specifically, this article, through a case-based approach, questions whether the familiness qualities of a firm contribute to actualization of an effective market orientation thereby constituting a competitive advantage. Analysis of multiple interviews from family owners and managers suggests that familiness qualities, including, but not limited to, strategic focus, customer orientation, family relationships, and operational efficiency, do contribute to a propensity for execution of an effective market orientation.

Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

2011 ◽  
Vol 7 (2) ◽  
pp. 1-17 ◽  
Author(s):  
Petra Schubert ◽  
Susan P. Williams ◽  
Ralf Woelfle
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Systems Research ◽  
Information Systems Research ◽  
Sustainable Competitive Advantages ◽  
Critical Resources

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.

Gaining Sustainable Competitive Advantage

2018 ◽  
Vol 3 (1) ◽  
pp. 13-26
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Customer Value ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
The Balanced Scorecard ◽  
Fundamental Goal ◽  
Academic Management

Competitive advantage (CA) arises from a firm's attributes that allow one firm to create better customer value than others. Organizations of all sectors of the economy believe that sustainability is a way to achieve a differential advantage. CA is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic management studies. There are two main views about obtaining a stable competitive position in the marketplace; The theory of industrial organization, re-introduced by Porter in the 1980s arguing that competitive advantage is caused by environmental opportunities. The resource-based view, which argues that every company creates its own competencies and capabilities can result in competitive advantages. The article shows how the balanced scorecard (BSC) can assist organizations in obtaining sustainable competitive advantage (SCA). The BSC development is a response to the criticism of traditional forms of accounting assessment. Academics and practitioners recognize the benefits of adopting the BSC concept.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 192-205
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 155-168
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

scholarly journals Modern marketing in the business practice – the source of competitive advantage in the global market

2012 ◽  
Vol 50 (No. 12) ◽  
pp. 572-576
Author(s):  
E. Horská
Keyword(s):  
Competitive Advantage ◽  
Global Market ◽  
Business Practice ◽  
Competitive Advantages ◽  
Marketing Tactics ◽  
Marketing Activities ◽  
Food Market ◽  
Effective Use ◽  
Global Food

The goal of the paper is to identify opportunities following from the use of theory of modern marketing in the business practice in terms to reach competitiveness in the global food market. The paper analyses in details the competitive advantages related to individual marketing tools as well as using some up-to-date marketing tactics with the goal to attract a customer. In addition to the most effective use of marketing tools, we define the role of marketing in the global market space and distinguish the local, regional and global extend of marketing activities.

Toward a Perspective on R&D Outsourcing: RBV and Firm Performance

2018 ◽  
Vol 15 (05) ◽  
pp. 1850040 ◽  
Author(s):  
Anne W. Fuller
Keyword(s):  
Decision Making ◽  
Firm Performance ◽  
Research And Development ◽  
Competitive Advantage ◽  
Industrial Research ◽  
Vital Role ◽  
Decision Making Process ◽  
Resource Based View ◽  
The Impact

This paper looks at the vital role of industrial research and development (R&D). The increased outsourcing of industrial R&D is contrasted with a resource-based view of competitive advantage which maintains capabilities that are valuable, rare, imitable, and non-substitutable (VRIN), and should be internalized in the firm. Traditional business formation literature is also supportive of keeping R&D “inhouse”. R&D outsourcing research is leveraged to posit possible reasons for the increased amount of outsourced R&D. Testable propositions are included that look at factors for R&D outsource decisions and also the impact of these decisions on firm performance. An R&D entropy statistic is introduced as well as several R&D characteristics useful in the decision-making process to create R&D.

scholarly journals TQM Components as a Source of Competitive Advantage in a Beverage Organization

2020 ◽  
Vol 1 (2) ◽  
pp. 25-36 ◽  
Author(s):  
Amir Ahmed ◽  
Farhana Ferdousi
Keyword(s):  
Competitive Advantage ◽  
Continuous Learning ◽  
Competitive Advantages ◽  
Customer Requirements ◽  
Resource Based View ◽  
Price Pressure ◽  
Strategic Option ◽  
Set Up ◽  
Case Organization

This study reports on a case study of TQM adoption in searching for answers of why and how organizations adopt such approaches to gain competitive advantages within a Bangladeshi beverage company. It focuses organizational approaches to adopt TQM as a strategic option and the subsequent changes in organizational set-up. Moreover, using the resource-based theory, this study explores what TQM components help achieving competitive advantage. Findings reveal that due to the change in customer requirements in respect to tastes and quality; and increased price pressure led the case organization to adopt TQM. The result shows that the case organization has brought a series of changes in adopting TQM including appointing a consultant; encouraging a culture of continuous learning; developing a mechanism of communicating information; involving top management along with the employees in the improvement process; and emphasizing the use of teams. Following the resource-based view, findings show that the adoption of TQM helped the case organization in identifying its capabilities that facilitated the achievement of competitive advantage. The findings may help other organizations to learn lesson from the case organization through the identification of tacit resources that are generated by a TQM initiative.

Drucker and Porter on Management and Analysis

2022 ◽  
pp. 78-98
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Business Model ◽  
Information Sources ◽  
Industry Analysis ◽  
Resource Based View ◽  
Business Analysis ◽  
The Relationship

The work of Drucker is reviewed with particular regard to comments about the role of management and the approach Drucker suggests concerning determining the focus of the business. These statements are evaluated for their relationship to the business model and its importance in business analysis. The work of Porter is reviewed concerning competitive advantage and the suggestions regarding business analysis and the detailed information sources. The concept of analysing the linkages between resources across the organization and the supply chain is reviewed. The relationship between the resource-based view of competitive advantage and the connection to the VRIO framework is considered. The suggestions Porter makes concerning the industry analysis and within industry analysis are reviewed. The possibility of using the same approach and developing similar related questions to analyse the organization is considered.

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