scholarly journals Does Diversification Strategy Play An Eminent Role In The Current Turbulence Of Digital Economy: A Strategic Approach

2021 ◽  
Vol 12 (1) ◽  
pp. 378-388
Author(s):  
Augustinus Nicolaas Hillebrandes Oroh
Keyword(s):  
Competitive Advantage ◽  
Digital Technology ◽  
Core Competencies ◽  
Environmental Turbulence ◽  
Turbulence Level ◽  
Diversification Strategy ◽  
Demand And Supply ◽  
Strategic Approach ◽  
High Uncertainty ◽  
Mediation Models

Most industry players are dubious whether current digital technology is strongly affecting the long traditional demand and supply economy while scholars believe that companies need to have valuable and unique resources, excellent and agile capabilities, and the capacity of aligning their core competencies to lead the industry and therefore sustaining its competitive advantage. Companies are fighting with the aggressive movements by their competitors in the changing markets and facing very dynamic full of surprises environmental turbulence. We reveal the Environment Serving Organization concept helps companies to be well prepared in advance and applicable at all turbulence levels when the overall economy is at high uncertainty. By exploring diversification based on Ansoff Growth Matrix and using the regression and mediation models, this is one of the first papers that investigates the Environmental Turbulence level as a probable mediator in the intense relationship between diversification strategy and strong firm performance.

The Optimal Diversification Strategy in Pharmaceutical Industry: Balance-centred or Hetero-centred?

2021 ◽  
pp. 097172182110056
Author(s):  
Keungoui Kim ◽  
Junseok Hwang ◽  
Sungdo Jung ◽  
Eungdo Kim
Keyword(s):  
Business Performance ◽  
Business Environment ◽  
Product Diversification ◽  
Diversification Strategy ◽  
Firm Level ◽  
Data Set ◽  
Pharmaceutical Firms ◽  
Level Data ◽  
Market Product ◽  
High Uncertainty

Due to high uncertainty of product development and business environment, firm-level diversification has been regarded as one of the most effective methods in pharmaceutical firms. In previous study, firm-level diversification was discussed by different value chains of market, product, and technology. However, in most cases, the diversification itself was adopted in a simple manner although its property contains different aspects and the results varies depending on the diversity property of selected index. In addition, the existing approach for measuring firm’s product/market diversification using sales information distinguished by standard industry classification cannot provide direct implication as different strategies are made for market and product diversification. Therefore, this study examines the effects of firm-level diversification on business and innovation performances in pharmaceutical firms by considering (1) three diversification types: market, product, and technology, (2) clear separation between market and product diversification, and (3) two diversification perspectives: balance-centred and hetero-centred. For empirical analysis, an integrated firm-level data set combining from Medtrack, Orange Book, Compustat and Total Patent database is used. From the result, in case of market diversification, less market heterogeneity causes significant influence on business performance. For product and technology, a concentrated and greater heterogeneity of product diversification are turned out to promote business performance, while the more intensive and heterogeneous technology diversification has been shown to improve innovation performance.

Agile ascension

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Learning Strategies ◽  
Design Methodology ◽  
Reading Time ◽  
Core Competencies ◽  
Content Type ◽  
Agile Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10; Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Creating better humans towards sustainable competitive advantage for small and medium-sized accounting firms in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 04006
Author(s):  
Louis Lim Vui Han ◽  
Vijayesvaran Arumugam ◽  
Lawrence Arokiasamy
Keyword(s):  
Competitive Advantage ◽  
Core Competencies ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Contributing Factors ◽  
Accounting Firms ◽  
Accounting Scandals ◽  
The World ◽  
Long Term Impact ◽  
Almost All

This study will be a bit different than others in the sense that it pierces directly into the human hearts. The world current economy is full of mysterious and uncertainty. There are plenty of different perspectives, but who can guarantee that they are right? The root of the problems of all issues generally come from the human heart or action. If we able to deal with human issues, it sorts out almost all the problems. The purpose of this study is to determine the contributing factors towards the sustainable competitive advantage (SCA) of small and medium-sized accounting firms (SMPs) in Malaysia. It aims to have a long-term impact on the prospects for the practitioners and the accounting professions. It becomes an attention to the world when numerous accounting scandals being published, and they jeopardized the accounting professions’ reputations. There are a few undisclosed cases especially it dealt with compliance, corporate tax, GST, money laundering and other issues, not only in Malaysia but in other countries as well. As such, the study focuses on creating better humans. Key findings from the literature highlighted the deficiencies in the core competencies of the firms. They are related to human capital and most of the researchers pinpointed the importance of knowledge, skills, capabilities in which it links to competencies in the corporate environment. The resource-based view of the firm is a common theory used by researchers as a mean of explaining competitive advantage and superior performance amongst the firms. And most of them stress the necessity to meet customer needs and expectation to create a sustainable competitive advantage.

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

scholarly journals The Influence of Core Technology Capability of High-Tech Industry on Sustainable Competitive Advantage

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Xi Liu ◽  
Shuai Yang
Keyword(s):  
Competitive Advantage ◽  
Organizational Innovation ◽  
Core Competencies ◽  
Theoretical Research ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Technological Capabilities ◽  
High Tech Industry ◽  
The Core ◽  
The Impact

In order to explore how the core technological capabilities of the high-tech industry affect the sustainable competitive advantage of an enterprise, by consulting a large number of literature studies on sustainable competition, the characteristics of high-tech enterprises were summarized through analysis and sorting and a sustainable competition model was proposed based on market, management, marketing, strategy, and organizational innovation. Through factor analysis, correlation analysis, and structural equations of 266 survey data of related companies, the effectiveness of the model based on the impact of core capabilities of high-tech companies on sustainable competitive advantage was confirmed. The results show that the core competencies of high-tech enterprises’ market recognition, strategic planning, management and operation, full-person marketing, and dynamic marketing directly affect the company’s sustainable competitive advantage. The most important influence on a company’s sustainable competitive advantage is market awareness, and the organizational innovation of the company can also influence the sustainable competitive advantage indirectly, while dynamic marketing can increase the other four capabilities to improve the sustainable competitive advantage of the enterprise. The theoretical model is established to identify the core technological capabilities of high-tech enterprises that can help enterprises effectively identify the core technological capabilities that can form a sustainable competitive advantage and then provide ideas for enterprises to build theoretical research on core technological capabilities.

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

2020 ◽  
Vol 2 (1) ◽  
pp. 159-168
Author(s):  
Johan Oscar Ong ◽  
Masyhudzulhak Mahazan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Human Resource ◽  
Technology Development ◽  
Core Competencies ◽  
Management Strategies ◽  
Sustainable Growth ◽  
Success Factor ◽  
Sustainable Competitive Advantage ◽  
Generation Z

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

Knowledge Redundancy, Environmental Shocks, and Agents’ Opportunism

2011 ◽  
pp. 252-282 ◽  
Author(s):  
Lucio Biggiero
Keyword(s):  
Competitive Advantage ◽  
Knowledge Exchange ◽  
Environmental Turbulence ◽  
Financial Assets ◽  
Agent Based Model ◽  
Agent Based ◽  
Environmental Shock ◽  
Short Run ◽  
Environmental Shocks ◽  
Object Of Study

Notwithstanding the warning of myopic view, when giving too much emphasis to the short run and stable environments, efficiency is usually claimed by standard economics as the main goal of competitive firms. This is challenged by management and organization scholars, who argue that, in presence of strong uncertainty due to environmental turbulence, slack resources can be a competitive advantage. In order to put some sound block in this debate through, this paper tests four groups of hypotheses on an agent-based model of industry competitiveness based on suppliers’ quality. It innovates current literature in two ways: first, it considers redundancy in terms of organizational knowledge, and not in terms of personnel or financial assets or other types of resources, which are usually taken as object of study. Secondly, it compares the effects of two forms of perturbations: environmental shock and opportunism. The results show that these two forms impact differently on industry profitability and that knowledge redundancy can (limitedly) compensate the effects of environmental shocks but not of opportunism. Moreover, it demonstrates that, as agents exchange (and accumulate) more information, knowledge efficiency declines, but less than proportionally to the increase of knowledge exchange.

Strategic Brand Management in SMEs for Competitive Advantage

2021 ◽  
pp. 846-866
Author(s):  
Neeta Baporikar ◽  
Rosalia Fotolela
Keyword(s):  
Competitive Advantage ◽  
Brand Management ◽  
Practical Significance ◽  
Unique Contribution ◽  
Strategic Approach ◽  
Exploratory Approach ◽  
Depth Interview ◽  
First Choice ◽  
Brand Strategies ◽  
Company Growth

This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.

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