scholarly journals INTELLECTUAL CAPITAL AS THE SOURCE OF COMPETITIVE ADVANTAGE: THE RESOURCE-BASED VIEW

2017 ◽  
pp. 127 ◽  
Author(s):  
Tamara Radjenović ◽  
Bojan Krstić
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Resource Based View

The concepts of intellectual capital and competitiveness are widely studied issues among researchers during the last few decades. Intangible assets have been proved to be the fundamental source of value and competitiveness in modern enterprises. Intellectual capital is a valuable invisible resource which drives firm’s growth and provides superior value for stakeholders. Therefore, the aim of the paper is to examine the role the intellectual capital has in creating and sustaining competitive advantage of enterprises from the resource-based perspective.

scholarly journals Strategically Comparing Selected Major College Basketball Powerhouses Through The Resource Based View Of The Firm

2011 ◽  
Vol 4 (4) ◽  
Author(s):  
David P. Synowka ◽  
Alan D. Smith ◽  
Dean R. Manna
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Sport Management ◽  
Intangible Assets ◽  
National Level ◽  
Organizational Cultures ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Strategic Assets ◽  
The University

<p class="MsoBodyText" style="text-align: justify; line-height: normal; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">The key to sustaining a competitive advantage through effective management is working with people.<span style="mso-spacerun: yes;">&nbsp; </span>Especially dealing with sport management and marketing, concepts such as organizational culture and reputation are identifying strategic assets that are intangible resources.<span style="mso-spacerun: yes;">&nbsp; </span>These concepts form the basis on the strategic theory behind the Resource-based View (RBV) of the firm.<span style="mso-spacerun: yes;">&nbsp; </span>Strategic assets are intangible since they are inherently hard to duplicate, since duplication requires the inputs of how an object reacts with all the senses.<span style="mso-spacerun: yes;">&nbsp; </span>Intangible assets are, by their very nature, &lsquo;unknowable&rsquo; in the purest sense and, thus, difficult to duplicate.<span style="mso-spacerun: yes;">&nbsp; </span>In addition, intangible assets are rare in that the variations that will be found within will be profound from owner to owner.<span style="mso-spacerun: yes;">&nbsp; </span>The organizational cultures and reputations of the Duke University and the University of Cincinnati were compared, since they have petitions for national level basketball, but radically different organizational cultures.<span style="mso-spacerun: yes;">&nbsp; </span>What constitutes organizational culture in one organization will have differences not present in another&rsquo;s culture, thus allowing for some teams to maintain a sustainable competitive advantage.</span></span></p>

The Contribution of Marketing 3.0 for the Strategic Management of Competitive Advantages of Organizations

2018 ◽  
pp. 342-358
Author(s):  
Maria Beatriz Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Customer Loyalty ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Competitive Advantages ◽  
Digital World ◽  
Spiritual Nature

The main objective of this chapter is to analyze the concept of competitive advantage of organizations from the study and valuation of their intangible assets. The evolution of marketing is analyzed from the materiality of the commercial transactions of purchase and sale of products and services, to the intangible aspects inherent to the transactional process, based on intellectual capital and values of spiritual nature. In the context of a new cosmogony, the authors conclude on the deciding role of the intangible assets of organizations in order to create their competitive advantage, based on the concepts of value, satisfaction, trust, and customer loyalty. They conclude with a proposal of a conceptual model for the sustainability of organizations in the transition from the traditional to the digital world.

scholarly journals Keunggulan Bersaing Berkelanjutan Sekolah Alam Berbasis Model Resource-Based View

2020 ◽  
Vol 4 (1) ◽  
pp. 73
Author(s):  
Abdul Kholik ◽  
Sobrul Laeli
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Relational Capital ◽  
Sustainable Competitive Advantage ◽  
Resource Based View

Kompetisi atau persaingan dalam dunia pendidikan di era globalisasi merupakan suatu hal yang tidak bisa dielakkan. Dengan adanya persaingan, lembaga pendidikan dihadapkan pada berbagai ancaman dan peluang baik itu eksternal maupun internal sehingga memberikan pengaruh yang cukup besar terhadap keberlangsungan lembaga pendidikan tersebut. Salah satu strategi yang dapat diterapkan lembaga pendidikan khususnya sekolah alam dalam memenangkan persaingan adalah dengan menciptakan Sustainable Competitive Advantage, dan model Reosuce-Based View, yaitu salah satu model yang bisa digunakan untuk mendapatkan keunggulan bersaing secara berkelanjutan. Model ini memandang bahwa organisasi bersaing berdasarkan sumber daya dan kemampuan yang dimilikinya. Perbedaan sumber daya dan kemampuan organisasi dengan organisasi pesaing akan memberikan keuntungan kompetitif untuk mempertahankan keunggulan maupun untuk dapat bertahan di tengah-tengah persaingan. Tujuan penelitian ini adalah ingin melihat lebih dalam tentang bagaimana sekolah alam memaksimalkan sumber daya yang mereka miliki sehingga dapat menciptakan keunggulan bersaing yang berkelanjutan sehingga dapat berkompetisi dengan sekolah lain pada umumnya. Metode yang digunakan dalam penelitian ini adalah deskriptif kualitatif dengan jenis penelitian studi kasus. Data primer dikumpulkan dengan studi lapangan yang menggunakan teknik observasi, wawancara mendalam dan kuesioner. Data sekunder dikumpulkan dengan desk study terhadap literatur dan dokumen terkait. Hasil penelitian ini menunjukkan bahwa Sekolah alam Al-Giva menciptakan keunggulan bersaing secara berkelanjutan (Sustainable Competitive Advantage) dengan cara memaksimalkan intellectual capital atau sumber daya internal tidak berwujud yang meliputi human capital, structrual capital, dan relational capital.  Dari ketiga aspek inilah keunggulan bersaing secara berkelanjutan didapat, karena ketiga aspek ini sama-sama bernilai, langka, sulit ditiru, dan tidak dapat digantikan. Nilai kebaruan dalam penelitian ini adalah memotret implementasi model resource-based view di sekolah alam dalam menciptakan sustainable competitive advantage.

scholarly journals Determining the Impact of Intangible Assets on Intellectual Capital and Competitive Advantage in Banking

2020 ◽  
Vol 9 (1) ◽  
pp. 105-144
Author(s):  
Ramla Sadiq ◽  
Safia Nosheen
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Banking Sector ◽  
Intangible Assets ◽  
Robustness Analysis ◽  
Secondary Data ◽  
Annual Reports ◽  
Islamic Banks ◽  
Conventional Banks ◽  
The Impact

This paper carries out the empirical tests in order to validate the hypothesis that resource intangibility, in the form of intangible assets, contributes towards the intellectual capital, and the competitive advantage in the banking sector. Furthermore, it also determines whether the intangibility of a banks' resources contribute towards the sustainability of the competitive advantage. Finally, it determines which aspects of the banking performance, the intangible assets actually contribute to. In this context, this research utilizes the secondary data, which is extracted from the annual reports of commercial banks that are listed on the primary stock exchanges of Pakistan. The sample that is taken into consideration is divided into two main categories in order to carry out the analysis. These categories include the classification into the Islamic banks and the conventional banks. The Islamic window operations have not been included in the analysis,as the details required for the variable calculations are not consistently available. Moreover, this bifurcation in the sample is also a unique aspect of this research,as the prior literature primarily focuses on the determinants of the intellectual capital in the banking sector. However though, there is no direct study regarding the differences in the resource intangibility in the Islamic banks and the conventional banks, and their subsequent impact on the intellectual capital and competitive advantage. The time frame for the analysis is taken from the year FY2008-FY2018 .Also,the findings of this study lead to striking implications for both the Islamic banking theory and the managerial practices in the banking sector of Pakistan. The resource intangibility is to be managed very differently across both categories. Where the intangible assets represent a significant contribution to both the intellectual capital and the competitive advantage for Islamic banks, the yal sore present a negligible impact on the intellectual capital,and the competitive advantage for conventional banks. This holds true for the conventional performance measures that are taken for the banking sector as well, as shown in the robustness analysis.

scholarly journals Shaping Small and Medium-Sized Enterprises’ Business Environment

2015 ◽  
Vol 7 (3) ◽  
pp. 5-14
Author(s):  
Jan Żukowskis ◽  
Paula Pypłacz ◽  
Janusz Sasak
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Business Environment ◽  
Relational Capital ◽  
Essential Value

Abstract Modern enterprises appear to be more and more focused on their intangible assets, among which the intellectual capital plays an important role. One of its components – relational capital – is an essential value of an organization as it helps build long-lasting relations between the company and its stakeholders. This, in turn, leads to a business’ competitive advantage. With the help of a research conducted, this study attempts to assess the relations between small and medium-sized enterprises (SMEs) and their business environment institutions.

scholarly journals The Effect of Intangible Asset On Competitive Advantage and Firm Performance; Study on Budget Accommodation in Semarang City

2021 ◽  
Vol 8 (2) ◽  
Author(s):  
Armania Putri Wardhani ◽  
Amie Kusumawardhani ◽  
Muhammad Ubaidillah
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Partial Least Square ◽  
Least Square ◽  
Intangible Asset ◽  
Analysis Tool ◽  
Innovative Capability

This research examines the effect of innovative capability, knowledge management and intellectual capital (intangible assets) on competitive advantage and firm performance (studies on budget accommodation in Semarang). The increasing number of hotels in Semarang city is an intriguing phenomenon; considering the background of the city itself for its lack of fame on its tourism business. However, it does not hinder investors’ intention to keep opening their businesses in the area of accommodation services. The results of the pre-research interview stated that the increasing competition made the occupancy level troubling for the accommodating service entrepreneurs, both budget accommodation and standard and upper-class hotels. This research processed 50 samples consisting of 1 - 3 star hotels, budget hotels (non-star ones) and guesthouses. The data collection method was collected by spreading out questionnaire form to the respondents. Furthermore, the data was processed using analysis tool known as Partial Least Square (PLS). This study concludes that innovative capability, knowledge management, and intellectual capital which are part of the intangible assets of the firm have a positive effect on competitive advantage. Furthermore, competitive advantage also has a positive influence on firm performance. This study provides managerial implications that budget accommodation service entrepreneurs are able to improve their competitive advantage and firm performance through understanding and managing their intangible assets.Keywords: firm performance, competitive advantage, innovative capability, knowledge management, intellectual capital.

scholarly journals The Impact of Intellectual Capital on the SMEs Performance: A Study of the Romanian Central Region SMEs

2021 ◽  
Vol 16 (1) ◽  
pp. 198-209
Author(s):  
Ramona Todericiu
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Business Performance ◽  
Intangible Assets ◽  
Sustainable Competitive Advantage ◽  
Economic Competition ◽  
Start Up ◽  
Tangible Assets ◽  
The Impact

Abstract The 21st century is the century of change and maybe one of the most important changes in the organizations’ life is the transition from focusing on the development of the tangible assets to the development of the intangible assets and the interest for attracting human resources capable to generate performance. The survival of many companies depends on their willingness and capacity to adapt to such changes. (Abdulaali, 2018) In this dynamic and complex economic system, the intangible assets of organizations become primary, being decisive for the organizations’ performance. In the new economic competition, intangible assets provide a sustainable competitive advantage, intellectual capital and intangible assets representing the key factor in company profitability and success. In the knowledge based society, intellectual capital has more value for organizations than tangible assets and knowledge becomes a permanent source of competitiveness (Bhatti, Zaheer, 2014). It is considered by specialists a valuable and strategic resource, since the success of organizations depends on creating, discovering, storing, disseminating, measuring and developing knowledge. The main objective of the research presented in this paper is to offer an overview on the specific problems and needs of the entrepreneurs financed through the Romania Start-up Plus programme, part of Start-UP Hub: The Entrepreneurs Laboratory Cod SIMS: 105648. A primary target of this research is to examine the components of intellectual capital and the way in which the intellectual capital influences the small business performance. The majority of the researchers agree that intellectual capital is directly connected to the performance of the SMEs sector. The results of our analysis shows the fact that intangible assets influence business development in various ways, such as increasing competitive advantage, expanding employee competency and improving organizational performance.

Sign in / Sign up

Export Citation Format

Share Document