scholarly journals STRATEGIC RESOURCES FOR SUSTAINABLE COMPETITIVE ADVANTAGE.

2017 ◽  
Vol 5 (3) ◽  
pp. 237-241
Author(s):  
Jumadi a ◽  
◽  
Samsul Bakri. ◽  
Keyword(s):  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Strategic Resources

scholarly journals Toward Enhancing Sustainable Competitive Advantage of Small and Medium Enterprises in Developing Economies of Africa: A Confirmatory Analysis

2019 ◽  
Vol 2 (2) ◽  
pp. 1-7
Author(s):  
Yakubu Salisu ◽  
Lily Julienti
Keyword(s):  
Competitive Advantage ◽  
Developing Economies ◽  
Small And Medium Enterprises ◽  
Reliability And Validity ◽  
Organizational Capabilities ◽  
Sustainable Competitive Advantage ◽  
Strategic Resources ◽  
Medium Enterprise ◽  
Strategic Capabilities ◽  
Medium Enterprises

The increasing globalization and liberalization of trade have posed onto manufacturing small and medium enterprise (SMEs) in developing economies of Africa a survival and growth challenges. Nevertheless, the resource-based-view (RBV) has given rise to a perspective that views a firm’s intangible assets as strategic resources with the potential to create and enhance sustainable competitive advantage in both local and global markets. Based on the peculiarity of SMEs in Africa, this paper develops and validate a conceptual model on the role of strategic organizational capabilities in improving the competitive advantage of SMEs for sustainable development in developing economies of Africa. Precisely, six variables were identified and reviewed as strategic capabilities. A total number of 81 valid questionnaires were retrieved from owners/managers of SMEs in Yobe state Nigeria and used to evaluate the reliability and validity of the adopted measures. The result of Cronbach’s Alpha test reveals a satisfactory value for all the variables under study. Specifically, innovation, learning, management, marketing, relational and technological capabilities have been established to be reliable strategic capabilities that would effectively and efficiently create and improve the sustainable competitive advantage of SMEs in developing economies.

Knowledge Assets and Value Creation Dynamics

2011 ◽  
pp. 30-49
Author(s):  
Karim Moustaghfir ◽  
Giovanni Schiuma
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Product Cycles ◽  
Continuous Innovation ◽  
Organisational Capabilities ◽  
Strategic Resources

Today’s business landscape is increasingly complex and turbulent, forcing firms to develop their capabilities in order to be able to face macro-forces such as globalization, hyper-competition, reduced product cycles and continuous innovation. In such a competitive scenario, firms have to identify and manage the crucial resources and sources for competitive advantage. The management literature has identified knowledge assets as critical drivers of performance and value creation. However, the understanding of how these strategic resources contribute to shape the organisational value creation dynamics still remains a concern to be fully disclosed. Especially the dynamic nature of knowledge assets and how they contribute to firm performance need to be clarified. This chapter, on the basis of a systematic literature review, aims to define a theoretical framework to explain how knowledge asset define the pillars to shape organisational capabilities and provide firms with a sustainable competitive advantage and long-term superior performance.

scholarly journals Resources

Management ◽  
2020 ◽  
Author(s):  
Pek-Hooi Soh
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Sustainable Competitive Advantage ◽  
Performance Difference ◽  
Managerial Skills ◽  
Knowledge Based ◽  
Strategic Resources ◽  
Business Functions

Management scholars have long argued that firm performance difference can be driven by strategic resources inside a firm. Most resources in organizations are considered as input factors required to perform a firm’s business functions and operations efficiently. There are other resources such as brand capital and organizational knowledge that are produced from the usage of inputs. Resources are said to be strategically important when their use enables the firm to create economic rents, resulting in the firm’s competitive advantage that no current and potential competitors can achieve. Examples of strategic resources are managerial skills, specialized knowledge, and organizational routines such as human resource and supply chain practices. Strategic resources arising from within firms and across partnering firms can also be uniquely accessed, combined, and utilized in order to drive firm performance and growth. Most empirical studies have focused on understanding how firms develop and transform rent-generating resources into a form of firm-specific assets that enable them to exploit new opportunities and achieve sustainable competitive advantage. Research inquiries on strategic resources have also led to the development of several important conceptual perspectives, such as the resource-based view, dynamic capabilities, core competence, and the knowledge-based view. The respective conceptualization of these perspectives has sparked many debates and critiques among the perspectives about the assumptions of resources and associated value and the extent to which different perspectives contribute to the usefulness of explaining persistent firm performance difference and prescribing pragmatic approaches to management.

scholarly journals Effects of Strategy Characteristics for Sustainable Competitive Advantage in Sharing Economy Businesses on Creating Shared Value and Performance

2020 ◽  
Vol 12 (4) ◽  
pp. 1397 ◽  
Author(s):  
Sungmin Kang ◽  
Youn Kue Na
Keyword(s):  
Competitive Advantage ◽  
Sharing Economy ◽  
Shared Value ◽  
Sustainable Competitive Advantage ◽  
Value Network ◽  
Strategic Resources ◽  
Strategic Innovation ◽  
Creating Shared Value ◽  
And Performance ◽  
The Relationship

This study aimed to identify strategy characteristics for sustainable competitive advantage in businesses utilizing the sharing economy (SE) and to investigate whether such strategy characteristics are related to creating shared value (CSV) and performance. A total of 631 participants who had used goods and services of SE businesses were selected as the unit of analysis in reference to the components of business-to-peer (B2P) and peer-to-peer (P2P) SE business models. Reliability, validity, and goodness-of-fit tests and path analysis were performed using SPSS and AMOS statistical packages. The following results were obtained. First, regarding the relationship between strategy characteristics for sustainable competitive advantage and “social congruence,” which is related to creating shared value, this variable was significantly influenced by “value network” in the B2P model and “strategic innovation” and “strategic resources” in the P2P model. Second, regarding relationship with the aforementioned strategy characteristics and “value of information sharing,” the latter variable was significantly influenced by “moment of truth,” “strategic innovation,” and “value network” in the B2P model, and “moment of truth,” “strategic resources,” and “value network” in the P2P model. Third, regarding the relationship among variables related to CSV and their contribution to performance, “social value congruence” was affected by “value of information sharing,” and these variables had significant effects on “value of participation” in both models. Only “value of participation” made a significant contribution to “performance.”

scholarly journals Customer Relationship Management (CRM) Capabilities & Building a Sustainable Competitive Advantage in Mobile Phone Operators in Jordan

2018 ◽  
Vol 13 (3) ◽  
pp. 262 ◽  
Author(s):  
Mohammed Saleem Alshura
Keyword(s):  
Competitive Advantage ◽  
Mobile Phone ◽  
Customer Relationship Management ◽  
Questionnaire Survey ◽  
Relationship Management ◽  
Measurement Model ◽  
Customer Relationship ◽  
Sustainable Competitive Advantage ◽  
Valid Measurement ◽  
Strategic Resources

Purpose -This study is trying to investigate the effect of customer relationship management (CRM (capabilities on building a sustainablecompetitive advantage in the mobile phone operators in Jordan. It is intended to develop a valid measurement model of (CRM) capabilities, and to explore the key factors of CRM that lead to a competitive edge.Design/methodology/approach – Questionnaire survey was used to gather data. In order to develop a reliable and valid measurement model of CRM capabilities, questionnaire survey were conducted and hypotheses were tested by utilizing the technique of multiple regression analysis in addition to reliability and multicollinearity tests.Findings – A three-capabilities (customer interaction management, customer relationship upgrading, and customer win-back) measurement model of CRM is developed and tested. Furthermore, results support the hypothesized influences of these three capabilities influence on firms' building a sustainable competitive advantage.Practical implications – This study provides a useful measurement mode of CRM capabilities that managers can use to evaluate the status in quo of CRM of their firms. Managers may also improve their CRM programs more effectively and efficiently by deploying such strategic resources of firms to build a sustainable competitive advantage. Originality/value – The paper addresses significant gaps in the current literature by taking a capability view of CRM, developing a valid measurement model of CRM capabilities, and examining how possession of important CRM resources influences the effective deployment of CRM capabilities.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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