scholarly journals Opportunities and threats for regional development in contemporary socio-economic space

2020 ◽  
Vol 2020 (20) ◽  
pp. 90-108
Author(s):  
Katarzyna Miszczak
Keyword(s):  
Competitive Advantage ◽  
Regional Development ◽  
Development Programme ◽  
Self Renewal ◽  
Economic Space ◽  
Competitive Position ◽  
Development Models ◽  
Spatial Systems ◽  
New Development ◽  
Innovation Clusters

The current regional development models emphasize the mobilization of internal location potential, which is to be the source of the competitive advantage of spatial systems. Commonly implemented related concepts of learning regions, innovation clusters or creative sectors illustrate the new development capabilities of regions, simplifying or hindering self-renewal in a globalized, specific civilization system. The research purpose is to identify and characterize potential opportunities and possible development problems of regions that, operating in a highly diverse and rapidly changing socio-economic space, face the resolution of numerous dilemmas. One of the important conclusions presented in the article is the statement that the early building of appropriate potential and structural, organizational, methodological, scientific facilities and an own development programme is a condition for ensuring a significant competitive position for the region

scholarly journals Determinants of building competitive positions of family enterprises – case study

2015 ◽  
Vol 6 (3) ◽  
pp. 111-121
Author(s):  
Anna Lemańska-Majdzik ◽  
Monika Sipa
Keyword(s):  
Competitive Advantage ◽  
Competitive Position ◽  
Family Enterprise ◽  
Family Enterprises ◽  
Production Company

Abstract The paper presents theoretical and practical aspects of the issue of a family enterprise and building a competitive advantage. The aim of the paper was to attempt to determine the elements building a competitive position of an enterprise and to identify the factors that have contributed to the success, with a case study of a family production company.

Milano, Expo 2015: problemi irrisolti e potenzialitŕ di sviluppo

TERRITORIO ◽  
2012 ◽  
pp. 153-161
Author(s):  
Valeria Erba ◽  
Stefano Di Vita
Keyword(s):  
Urban Development ◽  
Regional Development ◽  
Local Institutions ◽  
Global Crisis ◽  
Development Models ◽  
Run Up ◽  
Urban And Regional Development

The global crisis is highlighting the limitations of the relationships, not to be taken for granted, between major events and urban and regional development. The difficulties so far encountered in these relationships in Milan in the run up to the 2015 Expo are quite significant. Analyses of the progress of the projects and the acquisition of opinions from leading protagonists of local institutions provide an update on the strengths and weaknesses of this major Milan event, drawn for previous editions of the Forum. At the same time they identify some of the potential for the renewal of traditional urban development models in major events, seen in terms of their regional metropolitan dimension.

FORMATION OF A REGIONAL DEVELOPMENT STRATEGY TAKING INTO ACCOUNT THE SPATIAL COMPONENT: ON THE EXAMPLE OF THE REPUBLIC OF BASHKORTOSTAN

2021 ◽  
Vol 0 (3) ◽  
pp. 65-70
Author(s):  
M.V. SHMAKOVA ◽  
Keyword(s):  
Regional Development ◽  
Development Strategy ◽  
Regional Strategy ◽  
Territorial Development ◽  
Economic Space ◽  
Spatial Component ◽  
Stage Of Development ◽  
Regional Development Strategy ◽  
The Republic ◽  
Practical Recommendations

The relevance of this study is determined by the need to improve the tools for developing strategies for the development of territorial socio-economic systems, taking into account the realities of the current stage of development. Among these realities are the formation of the economic space of the region and the limited resources for development, which determined the logic, goal and objectives of this study. The purpose of this study is to develop theoretical, methodological and practical recommendations for the formation of a regional development strategy taking into account the spatial component. To achieve this goal, the following tasks were formulated and solved: clarification of the essence and content of the category "economic space" as the basis for accounting for this category in strategic developments; identification of the features of regional development, taking into account the spatial component; development of principles and prerequisites for regional strategy taking into account the spatial component of development; formation of a scheme for accounting for the spatial component in the development of strategies for multi-level territorial entities; development and testing of a modified model of resource provision for territorial development strategies as an updated toolkit for regional strategy. The novelty of the results of this study lies in the development of theoretical, methodological and practical recommendations for using the spatial component in the formation of a regional development strategy, which, unlike existing developments, allow taking into account the properties and characteristics of economic space when developing a block for the distribution of territorial resources and thereby provide conditions for increasing the resulting parameters multilevel territorial entities and the region as a whole.

scholarly journals The mediating role of customer relationship management between e-supply chain management and competitive advantage

2022 ◽  
Vol 6 (1) ◽  
pp. 263-272 ◽  
Author(s):  
Abdalrazzaq Aloqool ◽  
Malek Alharafsheh ◽  
Hadeel Abdellatif ◽  
Lana Ahmad Suleiman Alghasawneh ◽  
Jassim Ah-mad Al-Gasawneh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Competitive Position ◽  
The Relationship

The purpose of this study is to explore the role of implementing e-supply chain management (E-SCM) on the competitive position of companies and whether implementing customer relationship management (CRM) can affect the relationship between E-SCM and competitive advantage. To achieve this objective, a quantitative approach was utilized. A total of 300 questionnaires were distributed where 243 questionnaires were returned, with 17 incomplete questionnaires being excluded, leaving 226 usable questionnaires. PLS-SEM software was used to analyze the data. The results of this study demonstrate the imperative role of implementing E-SCM and CRM on creating a competitive advantage for firms. It also shows that CRM mediates the relationship between E-SCM and competitive advantage, suggesting that utilizing different technologies can help firms better communicate with their customers and thus better serve them which in turn will enhance customers’ satisfaction and thus boost the competitive position of the firm.

scholarly journals Implications and Competitiveness of Regions on Regional Development of Central Java

2014 ◽  
Vol 15 (2) ◽  
pp. 158
Author(s):  
Daryono Soebagiyo
Keyword(s):  
Competitive Advantage ◽  
Regional Development ◽  
Comparative Advantage ◽  
High Efficiency ◽  
Competitive Advantages ◽  
Regional Competitiveness ◽  
Regional Productivity ◽  
Central Java ◽  
The City ◽  
Efficiency And Productivity

Regional Competitiveness be one of the issues in regional development policy since the enactment of regional autonomy. Based on the results of the efficiency analysis found 11 areas of the city and district have the efficiency and 4 districts do not have the efficiency. Regional Competitiveness in Central Java based Comparative Advantage and Competitive known regions that have a high comparative and competitive advantages consist of 4 areas. Regional Mapping Based on Efficiency and Productivity Local known areas that have high efficiency and productivity which consists of 4 areas. Based Competitive Advantage Regional Productivity is high and not found. Under the Regional Competitiveness and Regional Productivity high was not found. Based on Comparative Advantage and Regional Development area there are 4 high. Based Competitive Advantage and Regional Development of high there are 2 areas. Based on Regional Productivity and Regional Development of high there are 2 counties and cities

EURASIA IN POST-CRISIS ECONOMY AND ENERGY

2021 ◽  
pp. 126-134
Author(s):  
Gul'nar O. Khalova ◽  
◽  
Nikita I. Illeritskii ◽  
Keyword(s):  
Global Economy ◽  
World Economy ◽  
The European Union ◽  
Economic Interests ◽  
Development Models ◽  
New Development ◽  
The World ◽  
Macroeconomic Indicators ◽  
Crisis Conditions ◽  
High Level

The article considers some of the macroeconomic results of 2020 for the global economy and individual regions and countries of the world. The authors identify a number of distinctive features of the global economic crisis of 2020 and its impact on the dynamics of macroeconomic indicators in individual regions and countries of the world (the Eurasian Economic Union, the European Union, and China). It is noted that during the crisis, negative trends in the world economy and politics became more acute and fundamental contradictions between the main participants in the world economy became tougher. At the same time, a high level of mutual dependence of the economies of the EU, EAEU, China and other Eurasian states was noted. Despite the crisis conditions and unfavorable political rhetoric, economic interests and the implementation of all – Eurasian projects can become a unifying factor for overcoming the crisis and forming new development models based on rational policies and the common benefit of the states of the Eurasian space.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Competitive Advantage and Automated Sharing of Tacit Knowledge

2018 ◽  
pp. 1122-1133
Author(s):  
Michael A. Chilton ◽  
James M. Bloodgood
Keyword(s):  
Data Mining ◽  
Social Media ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Data Sets ◽  
Massive Data Sets ◽  
Raw Data ◽  
Competitive Position ◽  
Individual Preferences ◽  
Automated Methods

In this chapter, the authors investigate how raw data, obtained from a variety of sources, can be processed into knowledge using automated techniques that will help organizations gain a competitive advantage. Firms have amassed so much data that only automated methods, such as data mining or converting existing knowledge into expert systems is possible to make any sense of it or to protect it from competitors. Further, the data that is processed may be considered tacit knowledge because it is hidden from people until it is processed. In this chapter, the authors discuss various sources of data that might help an organization achieve and sustain a competitive advantage. A firm can data mine its own production database for insight regarding its customers and markets that have previously been ignored. It might also mine social media (e.g., Facebook and Twitter), which has become a forum for individual preferences and activities from which the savvy organization could turn into competitive advantage. They also discuss how this knowledge can be protected from intrusion by competitors to sustain the competitive position it may achieve as a result of the discovery of knowledge from massive data sets.

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