Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

2011 ◽  
Vol 75 (1) ◽  
pp. 16-30 ◽  
Author(s):  
V. Kumar ◽  
Eli Jones ◽  
Rajkumar Venkatesan ◽  
Robert P. Leone
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Sustainable Competitive Advantage ◽  
The Cost

Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

2011 ◽  
Vol 75 (1) ◽  
pp. 16-30 ◽  
Author(s):  
V Kumar ◽  
Eli Jones ◽  
Rajkumar Venkatesan ◽  
Robert P Leone
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Sustainable Competitive Advantage ◽  
The Cost

scholarly journals The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage

2019 ◽  
Vol 11 (3) ◽  
pp. 729 ◽  
Author(s):  
Youn Na ◽  
Sungmin Kang ◽  
Hye Jeong
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Information Exchange ◽  
Product Innovation ◽  
Sharing Economy ◽  
Sustainable Competitive Advantage ◽  
Market Information ◽  
Marketing Innovation ◽  
Information Generation ◽  
And Performance

This study investigated relationships among the market orientation of sharing economy business, marketing innovation, sustainable competitive advantage (SCA), and performance. Attempts are made to understand market orientation from cultural and behavioral perspectives to accelerate marketing innovation and identify measures for SCA and performance building. Frequency, reliability, validity, fitness, and path analyses were performed on 400 respondents, and a structural model was used. The results are as follows. First, functional coordination of the cultural market orientation of sharing economy business with consumer orientation significantly affected product innovation, but competitive orientation’s effect on product innovation was not significant. Competitive orientation and functional coordination significantly affected communication innovation, but consumer orientation’s effect on communication innovation was not significant. Second, market information generation and response to market information of behavioral market orientation of sharing economy business significantly influenced product innovation, but market information exchange’s influence on product innovation was not significant. Even though market information exchange and response to market information had a significant influence on communication innovation, the influence of market information generation on communication innovation was not significant. Third, both product and communication innovation of the marketing innovation of sharing economy business significantly influenced SCA. Fourth, the SCA of sharing economy business significantly influenced market dominating power.

Using a Sustainable Competitive Advantage Strategy to Reduce the Gap in the Dimensions of Competition between the Expectations of the Product and the Wishes of the Customer

2021 ◽  
Vol 39 (11) ◽  
Author(s):  
Hussein Kareem Mohammed ◽  
Nabeel Farhan Hamdan ◽  
Luay Hadher Hazzaa
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Business Environment ◽  
Point Of View ◽  
Sustainable Competitive Advantage ◽  
Fixed Target ◽  
Quality Cost ◽  
Rapid Changes ◽  
The Cost ◽  
Strategic Perspective

Major developments and rapid changes in the business environment and increased competition have made the wishes of the customer constantly fluctuating, and this is what made the companies look at it as a moving goal and not a fixed target, as change became imperative and the obligation of companies. And from this point of view the study has tried the literature of the field of accounting towards new ways in dealing with the strategic dimensions of quality, cost, and time and making them respond in a way that is positive with the wishes of the customer by knowing the needs of the customer and then managing its impact on these dimensions. Continuous improvement has been used to keep competitiveness away from sustainable competitive advantage to determine the cost of activities to manufacture the product and the removal of activities that do not add any valuation, the results have led to an exit. With the conclusion that the orientation towards the dimensions of quality has become time-consuming and the way in which the company's visions are linked to a strategy that includes the integration of these dimensions according to a strategic perspective that contributes to achieving customer satisfaction. It is more useful than moving towards individual smetres. 

Family Business and Market Orientation

2011 ◽  
Vol 24 (3) ◽  
pp. 233-251 ◽  
Author(s):  
Miles A. Zachary ◽  
Aaron McKenny ◽  
Jeremy Collin Short ◽  
G. Tyge Payne
Keyword(s):  
Content Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Family Business ◽  
Family Businesses ◽  
Sustainable Competitive Advantage ◽  
Market Information

Market orientation refers to the collection, dissemination, and utilization of market information that promotes a sustainable competitive advantage. Despite the contribution of the market orientation construct to both the strategic management and marketing literatures, little attention has been devoted to exploring how market orientation relates to family businesses and how these relationships might differ from nonfamily businesses. To address this gap and stimulate further research in this area of inquiry, this study develops and validates a market orientation measure using content analysis of CEO letters from the S&P 500 and tests for differences between family businesses and nonfamily businesses.

The triple-a supply chain and strategic resources: developing competitive advantage

2020 ◽  
Vol 50 (2) ◽  
pp. 159-190
Author(s):  
David Gligor ◽  
Javad Feizabadi ◽  
Ivan Russo ◽  
Michael J. Maloni ◽  
Thomas J. Goldsby
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Qualitative Comparative Analysis ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Chain Orientation ◽  
Survey Responses ◽  
Supply Chain Orientation

PurposeScholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).Design/methodology/approachWe collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.FindingsOur results revealed four distinct “recipes” (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.Originality/valueOur results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.

scholarly journals ENTERPRISES PERFORMANCE THROUGH INTERNAL RESOURCE INTEGRATION AND MARKET ORIENTATION BASED ON COMPETITIVE ADVANTAGES

2018 ◽  
Vol 15 (01) ◽  
pp. 61
Author(s):  
Purwohandoko Purwohandoko
Keyword(s):  
Qualitative Research ◽  
Literature Review ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Research Literature ◽  
Competitive Advantages ◽  
Resource Integration ◽  
Sustainable Competitive Advantage ◽  
Competitive Position ◽  
Internal Resources

Every company tries to achieve goals to gain profit and win the competition. To achieve this goal, the company must be able to demonstrate a competitive advantage. Therefore, the company always strives to gain competitive advantage by identifying, managing and optimizing their internal resources in the form of tangible and intangible assets that have superior characteristics as the power of generating competitive advantage. The sustainable competitive advantage by empowering their internal company resources can be defined as Research-Based View (RBV). The importance of research based views is contradicting with Market Based View (MBV) which stated that the more market oriented the more superior their competitive position. By using qualitative research (literature review), this study aims to understand and investigate how to create company performances through both point of views which is internal resources integration and market orientation based on competitive advantages.

Achieving sustainable competitive advantage through green entrepreneurial orientation and market orientation

2019 ◽  
Vol 32 (1) ◽  
pp. 2-15 ◽  
Author(s):  
Aluisius Hery Pratono ◽  
Noviaty Kresna Darmasetiawan ◽  
Ananta Yudiarso ◽  
Bok Gyo Jeong
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Well Being ◽  
Partial Least Square ◽  
Least Square ◽  
Sustainable Competitive Advantage ◽  
Content Type

Purpose This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages. Design/methodology/approach The structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms. Findings There is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage. Originality/value This study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.

Managerial Representations of Competitive Advantage

1994 ◽  
Vol 58 (2) ◽  
pp. 31-44 ◽  
Author(s):  
George S. Day ◽  
Prakash Nedungadi
Keyword(s):  
Competitive Advantage ◽  
Mental Models ◽  
Market Orientation ◽  
Information Search ◽  
Strong Association ◽  
Senior Managers ◽  
Or Management ◽  
Competitive Environments ◽  
Different Types ◽  
The Cost

Managers use mental models of markets to simplify and impose order on complex and ambiguous competitive environments and isolate points of competitive advantage or deficiency. In this study of senior managers of 190 businesses, the authors found four different types of mental models or representations of competitive advantage, varying in the emphasis placed on customer or management judgments about where and how competitors differ. These representations were influenced equally by pressure points in the environment and choice of strategy. The type of representation was also strongly associated with constrained patterns of information search and usage, raising the possibility that the necessary simplifications and narrowing of perspective may come at the cost of myopia and insensitivity to challenges from unexpected directions. There was also a strong association between the completeness of the managerial representation and relative financial performance, which supports related studies on the profitability of a market orientation.

New Ventures Competitiveness and Success; Do Intellectual Capital, IT Capabilities, Entrepreneurial and Market Orientation Really Matter?

2021 ◽  
Vol 29 (04) ◽  
pp. 295-323
Author(s):  
Muhammad Anwar ◽  
Thomas Clauss ◽  
Rizwan Ullah
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Intellectual Capital ◽  
Entrepreneurial Orientation ◽  
New Ventures ◽  
Vital Role ◽  
New Venture ◽  
Sustainable Competitive Advantage ◽  
Venture Performance ◽  
New Venture Performance

The failure ratio of new ventures across the globe pushes researchers towards finding solutions, but the response is not effective. This research project surveyed 297 new manufacturing enterprises from China to find factors that significantly contribute to the success of new ventures. The results indicated that intellectual capital significantly sustains performance and sustainable competitive advantage in new ventures. The relationship between intellectual capital and new venture performance is partially mediated by a sustainable competitive advantage. Information technology capabilities do not positively impact new venture performance and competitiveness. Entrepreneurial orientation has a significant influence on differentiation strategy and new venture performance. Sustainable competitive advantage does not mediate the path between entrepreneurial orientation and new venture performance, but it fully mediates the association between market orientation and new venture performance. This study recommends that new enterprises focus on intellectual capital, entrepreneurial orientation, and market orientation to acquire a sustainable position in the competitive market. New ventures should also evaluate their technological capabilities to understand why they do not play a vital role. Further implications have been stated.

scholarly journals Peran Strategi, Sumber Daya serta Perubahan Teknologi dan Lingkungan Terhadap Penciptaan Keunggulan Kompetitif yang Berkesinambungan

2012 ◽  
Vol 4 (1) ◽  
Author(s):  
Mimin Nur Aisyah
Keyword(s):  
Competitive Advantage ◽  
Significant Contribution ◽  
Environmental Changes ◽  
Low Cost ◽  
New Technology ◽  
Sustainable Competitive Advantage ◽  
Key Factors ◽  
The Core ◽  
The Cost ◽  
Focus Strategy

Creating a sustainable competitive advantage is a crucial factor in strategic management. With the competitive advantage, an organization will be able to continue its operation, win the competition, and achieve its goals. Strategy, resources, and technological & environmental changes are key factors that should be considered in building a sustainable competitive advantage. Strategy theorized the organization methods to compete successfully in its business. The strategies formulated to achieve competitive advantage includes overall low cost, differentiation, and focus strategy. Business that mix the cost and differentiation strategies has proved to achieve the highest performance. However, the variation in resources accumulation has become the core of strategy and gives significant contribution in building the competitive advantage. The choice of strategy is restricted by the number of resources available and how fast the organization acquires new resources. The Resources based View (RBV) provides a good explanation for this condition. New technology, the changes of customer demands, and the rise of newcomers provide significant changes in business competitive environment. They also affect strategic changes and sources of competitive advantage. The organizations will survive and succeed if they able to change as fast as or even faster than business environmental changes.

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