scholarly journals Validating Knowledge and Technology Effects to Operative Sustainable Competitive Advantage

2013 ◽  
Vol 4 (3) ◽  
pp. 45-54 ◽  
Author(s):  
Josu Takala ◽  
Jari Koskinen ◽  
Yang Liu ◽  
Mehmet Serif Tas ◽  
Matti Muhos
Keyword(s):  
Competitive Advantage ◽  
Strategic Decision ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Strategy ◽  
Risk Levels ◽  
Sustainable Improvement ◽  
Strategic Direction ◽  
Sense And Respond ◽  
Global Company ◽  
Operational Excellence

Abstract Purpose: This paper aims to present a fresh idea on how to model and examine the level of sustainable competitive advantage (SCA) with and without knowledge and /technology (K/T) effects in a case company’s operation by taking the manufacturing strategy’s development directions and the efficiency of resource allocation among its attributes into consideration. Design/Methodology/approach: In this paper, questionnaires are filled by two different managerial groups, company’s management team (G1) and company’s global directors (G2). The analyses based on G1, G2 and G1-G2 (mixed results) are performed and examined as well as the effect of knowledge and /technology rankings to observe the differences on how they effect on company’s operations strategy and what kind of strategy type that decision makers might follow. Besides, the effects of knowledge/technology rankings on SCA risk levels are examined on different case companies to perceive the similarities and differences with our case company. In this case study, the objectives are achieved based on several methodologies: manufacturing strategy index (MSI) [1] and sense and respond (S&R) methodology [2]. Findings: The achieved results through the model are found to be promising corresponding to the feedback from the respondents. Research limitations/implications: The model is applied only in a big sized B2B global company that produces power electronics products. Therefore, further tests need to be applied to the model in case of multiple companies from different sizes and areas to figure out the best formula in case of validation of strategic direction (MAPE, RSME or MAD). Practical implications: As a result of its wide applicability and its ease in arrangement the model has an enormous potential for strategic decision-making process and strategic analysis. Originality/Value:The model can provide a more dependable possibility of sustainable improvement to the corporate operational excellence and strategy

scholarly journals Sustainable Competitive Advantage (SCA) Analysis of Furniture Manufacturers in Malaysia: Normalized Scaled Critical Factor Index (NSCFI) Approach

2016 ◽  
Vol 7 (2) ◽  
pp. 73-85
Author(s):  
Rosmaini Tasmin ◽  
Josu Takala ◽  
Aliyu Alhaji Abu Bakr ◽  
Daryna Shylina ◽  
Izabela Nizialek ◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Critical Factor ◽  
Peninsular Malaysia ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Risk Levels ◽  
Factor Index

Abstract The purpose of this paper is to investigate Malaysian furniture industry via Sustainable competitive advantages (SCA) approach. In this case study, sense and respond method and Normalized Scaled Critical Factor Index (NSCFI) are used to specify the distribution of companies’ resources for different criteria and detect the attributes which are critical based on expectation and experience of companies’ employs. Moreover, this study evaluates Malaysian furniture business strategy according to manufacturing strategy in terms of analyzer, prospector and defender. Finally, SCA risk levels are presented to show how much company’s resource allocations support their business strategy. This case study involved four furniture manufacturing companies, in the southern part of Peninsular Malaysia to provide the overall view of their strategies in the perspective of knowledge & technology management, processes & work flows, organizational, and information systems. Hence, the findings of this study presented the preliminary results from these furniture companies in Malaysia, which are involved in sustainable competitive advantage (SCA) studies in terms of expectation and experience, NSCFI, operational strategy triangle of prospector (P), defender (D), and analyzer (A). The result shows that almost all furniture companies are categorized into the Analyzer type strategy and planning to remain being Analyzer in future to come.

Knowledge creation and its place in the development of sustainable competitive advantage

2003 ◽  
Vol 7 (1) ◽  
pp. 20-31 ◽  
Author(s):  
Rob Sharkie
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Success Factors ◽  
Sustainable Competitive Advantage ◽  
Sufficient Knowledge ◽  
Strategic Direction ◽  
Important Requirement ◽  
Future Success ◽  
Management Function ◽  
Better Than

Organizations operate in all areas through people and it is their contribution which determines success and it is their skills and knowledge which need to be cultivated and then leveraged to create competitive advantage. Sustainability of this competitive advantage comes from the development of tightly coordinated and complementary activities and directed towards producing a strategy of differentiation and making a unique offering to customers. A consistency in strategic direction is essential and this will necessitate the exercise of choice to develop a unique strategy. The development of sustainable competitive advantage is a vital management function and an important requirement is the nurturing of a knowledge creating environment to enable the organization to exploit and develop resources better than rivals and create sufficient knowledge to address the industry’s future success factors.

Deal of the day at Cherry.ee

2011 ◽  
Vol 1 (3) ◽  
pp. 1-13
Author(s):  
Katri Kerem ◽  
Dietmar Sternad
Keyword(s):  
Social Media ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Business Model ◽  
Strategic Decision ◽  
First Year ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Start Up ◽  
Deal Of The Day

Subject area Marketing, branding, strategic management, online retailing, and entrepreneurship. Study level/applicability Postgraduate courses in: strategic management; marketing management (branding); and entrepreneurship. Case overview The case describes the founding and the first year of an Estonian internet start-up, the “deal-of-the-day” web site Cherry.ee. The focal topic of the case is the analysis of alternative scenarios for the further development of the company after the first year in business: selling the company, entering into a merger with similar businesses, or continuing to develop the brand independently. The case gives an example of creating a new market, introducing a new business model and launching a brand with substantial use of social media marketing. The successful business model was quickly copied by a lot of followers creating a fierce competitive environment and raising a question of sustainability of the competitive advantage. The case provides an opportunity to discuss how to strategically handle the development of a growing start-up company in an increasingly competitive market environment. Expected learning outcomes Understanding the critical success factors and potential pitfalls for an internet start-up; developing skills to critically analyze the concept of sustainable competitive advantage; comprehension of the main factors influencing the strategic decision on whether to follow a growth, cooperation, or exit strategy; and awareness of the relative advantages of online and offline marketing and understanding how social media strategies can be used to build a brand. Supplementary materials Teaching note.

scholarly journals Implementing Sustainable Competitive Advantage to the Public Sector’s Management System – By Sense and Respond Methodology in Facilities Services Unit’s Preparedness

2013 ◽  
Vol 4 (3) ◽  
pp. 76-86 ◽  
Author(s):  
Vesa-Jukka Vornanen ◽  
Josu Takala ◽  
Yang Liu
Keyword(s):  
Competitive Advantage ◽  
Management System ◽  
Goal Attainment ◽  
Critical Factor ◽  
Sustainable Competitive Advantage ◽  
Index Method ◽  
The Public ◽  
Public Sector Organization ◽  
Sense And Respond ◽  
Adjustment System

Abstract How to ensure that the various levels of the organization are operating in accordance with a common strategy? According to the Hallberg committee’s Preparedness and comprehensive security report [1] the key challenges the public sector organization faces lies in finding new ways of operating horizontally across various levels of administration. This paper aims to develop the preparedness in the target organization by strategy’s resource-based identification for implementing sustainable competitive advantages to the public sector’s management system. The research methods used are a case study and surveys, which were connected by the analytical hierarchy process based form and two sense and respond (S&R) based forms. The longitudinal data for the surveys were collected in two phases and analyzed with the balanced critical factor index method [2] and transformational leadership indexes (TLI) with technology levels [3]. The BCFI & TLI method identifies and clarifies the unit’s development and risk factors. According to [4] during the process of sense and respond, it is important to develop an operational strategy adjustment system by utilizing critical factor evaluation. As [5] describes in her dissertation if there were clear goals defined for the quality of the (public) services the natural choice of the approach in the purpose of evaluation for accountability would be the goal-attainment evaluation. The innovative findings lay the groundwork for the decision makers to focus efforts and readjust the operations of the target organization in order to achieve operational sustainable competitive advantage (OSCA).

scholarly journals Using Sustainable Competitive Advantages to Measure Technological Opportunities

2013 ◽  
Vol 4 (3) ◽  
pp. 55-64 ◽  
Author(s):  
Josu Takala ◽  
Matti Muhos ◽  
Sara Tilabi ◽  
Mehmet Serif Tas ◽  
Bingli Yan
Keyword(s):  
Resource Allocation ◽  
Competitive Advantage ◽  
Critical Factor ◽  
Medium Size ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Risk Levels ◽  
Sustainable Competitive Advantages ◽  
Technological Opportunities

Abstract The goal of this paper is to help small and medium size enterprises (SMEs) to find operative competitive advantage. This paper introduces a new method which applies critical factor analysis, risk and opportunities analysis to measure and propose resource allocation for companies in couple of next years. this research shows Knowledge/Technology (K/T) Calculation effect on (Balanced) Critical Factor Index (CFIs) depending on the proportions allocated among the different technological levels (Basic, Core or Spearhead) for each attribute separately. Moreover it helps firms to take balance in resource allocation for each attribute in changing environments on the basis of different level of technology. This paper presents the ’first in the world’ case study on operative sustainable competitive advantage and corresponding risk levels by taking into account technology and knowledge effects for 7 SME companies

scholarly journals PERANAN BUDAYA ORGANISASI, DIFERENSIASI DAN INOVASI TERHADAP SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (Studi Empiris Perum Pegadaian Syariah Se Malang Raya)

IQTISHODUNA ◽  
2016 ◽  
Vol 11 (2) ◽  
pp. 119-123
Author(s):  
Agung Budi Leksono ◽  
Agus Sucipto
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Causal Relationship ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sustainable Competitive Advantage ◽  
Innovation Research ◽  
Research Type ◽  
Multipleregression Analysis

The problem of this research is the development of pawning institution. It seems slowly developedand hardly to complete with other pawning institutions. Therefore, some factors causing this problem need tobe understood. Against this problem, the author feels necessary to examine some factors with important effecton Syariah pawning, such as differentiation, organizational culture, and innovation. Research type is explanatoryresearch, in which it explains the causal relationship between research variables through hypothesis testing.Population of research is manager with authority of strategic decision making in the syariah pawning institutionin Malang City. Sample is taken by census technique. Furthermore the data will be subjected to MultipleRegression Analysis. Result of research indicates that Differentiation, Organizational Culture, and Innovationinfluence sustainable competitive advantage. It may be concluded that higher level of Differentiation,Organizational Culture, and Innovation in the pawning institution can produce higher sustainable competitiveadvantage for pawning institutions in Malang.

scholarly journals Responsible I(m)ovation in Asia Pacific regions

2022 ◽  
Author(s):  
Veronica Scuotto ◽  
Alexeis Garcia-Perez ◽  
David E. Kalisz ◽  
Amandeep Dhir
Keyword(s):  
Competitive Advantage ◽  
Strategic Alliances ◽  
Social Impact ◽  
Dynamic Capabilities ◽  
Strategic Decision ◽  
Asia Pacific ◽  
Ethical Behaviour ◽  
Sustainable Competitive Advantage ◽  
Challenges And Opportunities ◽  
Empirical Perspective

AbstractOver the past 20 years, a debate has developed on the differences between innovation and imitation strategies as mechanisms by which businesses operating in the Asia Pacific region may gain a competitive advantage. The current research contributes to this debate from a different perspective by exploring some of the challenges and opportunities associated with the combination of both strategies into what has been defined as imovation. Imovators and imovations do not stand alone in business ecosystems. Rather, they should be embraced in the context of sustainability-related virtues and emerging capabilities, such as ethical behaviour, co-responsibility and positive social impact. Taking dynamic capabilities as a theoretical lens, this paper conducts an empirical investigation of responsible imovation in a sample of 180 enterprises operating in the Asia Pacific market. In particular, this research evaluates the relationship between dynamic capabilities and imovation capabilities using a logistic regression analysis whereby we correlate the three main features of imovation strategies: strategic alliances, strategic decision-making and product innovations. To the best of our knowledge, ours is the first study to focus on responsible imovation in the Asia Pacific market from an empirical perspective. The research highlights the key organisational and individual actions with the potential both to preserve existing capabilities and to create and integrate new ones. Our findings highlight the importance of technology adoption for responsible imovation to become more effective and accessible to imovators in the Asia Pacific business ecosystem. We conclude that responsible imovations combined with product-level innovations and core dynamic capabilities pave the way towards more rapid growth and a more sustainable competitive advantage.

Time-based competence and performance: an empirical analysis

2015 ◽  
Vol 22 (2) ◽  
pp. 288-301 ◽  
Author(s):  
Yahya N. Al Serhan ◽  
Craig C. Julian ◽  
Zafar Ahmed
Keyword(s):  
Competitive Advantage ◽  
Low Cost ◽  
Empirical Support ◽  
Mail Survey ◽  
Primary Data ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Strategy ◽  
Content Type ◽  
The Usa ◽  
And Performance

Purpose – The purpose of this paper is to evaluate the relationship between time-based manufacturing competence (TBMC), time-based competitiveness, time-based manufacturing capability, and the performance of SMEs engaged in the steel minimill industry in the USA. Design/methodology/approach – This study was based on an empirical investigation of manufacturing firms in the steel minimill industry in the USA. The sample of firms was provided by the US Association of Iron and Steel Engineers. In order to obtain valid and reliable measures of the variables, previously validated scales were used to measure all variables. The primary data for the study were collected from a self-administered mail survey of 137 SMEs with the sample consisting of 71 SMEs indicating a response rate of 52 percent. Findings – Statistically significant positive relationships were found between all independent variables and performance. The results also indicate that the high performers have a higher TBMC than the low performers. The findings further confirm the assertion in the manufacturing strategy literature which states that time, as a strategic factor, is a source of competitive advantage. Research limitations/implications – From a methodological perspective, a potential concern may be that the measures are all self-reported. Consequently, the relationships tested may be susceptible to the influence of common method variance. Practical implications – TBMC enables SMEs to offer high-quality products at low cost and in a timely manner. This reflects the value of the positive relationship between TBMC and business performance. Originality/value – This study’s finding identifies the need for time-based competition. The literature suggests that the strategic focus on time enables firms to obtain a sustainable competitive advantage. Nevertheless, this suggestion has been based on conceptual rather than empirical research. The results of this study provide empirical support for that suggestion with respect to SMEs.

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