scholarly journals NILAI-NILAI INDIVIDUAL WIRAUSAHA SEBAGAI SUMBERDAYA STRATEGIS DALAM PROSES PEMBENTUKAN KEUNGGULAN KOMPETITIF (Studi Kasus di Unit Usaha Waralaba CV. Inti Sukses Pratama Malang)

2018 ◽  
Vol 8 (1) ◽  
pp. 1-9
Author(s):  
Aleria Irma Hatneny ◽  
Ety Saraswati ◽  
Hariri Hariri ◽  
Ita Athia
Keyword(s):  
Competitive Advantage ◽  
Business Organizations ◽  
Global Entrepreneurship Monitor ◽  
Individual Values ◽  
Strategic Role ◽  
Global Entrepreneurship

From the GEM report (Global Entrepreneurship Monitor) small and mediumenterprises can contribute 57% to GDP Indonesia, including entrepreneurship. While thephenomenon is still visible weak competitiveness capabilities in which the data fromGlobal Competitiveness Report 2016-2017 rank Indonesia decreased. The number ofentrepreneurs is also relatively small compared to neighboring countries. From theperspective of entrepreneurship spirit is interesting to examine the values of individualentrepreneurs who have an important role to competitiveness. How the role of individualvalues of entrepreneurs in the process of forming competitive advantage that has highcompetitiveness. From the results of research and discussion obtained the conclusion thatthere are 5 individual values of entrepreneurs are important based on the intensity ofentrepreneurial activity. Individual values are integrated in such a way in corporatestrategy that proved to be an important capital that plays a strategic role for the processof achieving competitive advantage and competitiveness of business organizations.

scholarly journals The Role of Management by Exception in Achieving Entrepreneurial Leadership

2017 ◽  
Vol 1 (8) ◽  
Author(s):  
  Elderdery Ahmed Ismail Medany
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Leadership ◽  
Business Organizations ◽  
Leadership And Management ◽  
Survival And Growth ◽  
And Performance

  The aim of this study is to highlight the role that management by exception plays in achieving pioneering leadership and the survival and growth of institutions and trying to increase their effectiveness and performance in light of the great challenges they face. The importance of management is characterized by adding value to the institution, creating a competitive advantage, making the institution more flexible, and adopting the forms of coordination, designing and structuring. The problem of the study is represented in this question: is the application of the concept of management by exception leads to entrepreneurial leadership in business organizations? The study   showed that the entrepreneurial leadership has the ability to influence workers and the performance of institutions. Based on the principles and the basis of modern leadership and management, it is possible for organizations to achieve proactive entrepreneurship among other organizations. by applying entrepreneurial leadership and sorting out the appropriate decisions  

scholarly journals The influence of individual characteristics on getting involved in an entrepreneurial team: The contingent role of individualism

2021 ◽  
Author(s):  
Nathaly Pinzón ◽  
Javier Montero ◽  
José L. González-Pernía
Keyword(s):  
Human Capital ◽  
Educational Level ◽  
Early Stage ◽  
Individual Characteristics ◽  
Global Entrepreneurship Monitor ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Employment Generation ◽  
Global Entrepreneurship

AbstractA traditional stereotype of the entrepreneur is that of a lone hero. However, many entrepreneurs engage in new businesses as members of entrepreneurial teams. These teams usually perform better in terms of employment generation, innovation, and profits. Thus, a relevant question is why some individuals get involved in entrepreneurship through a team rather than alone. Our explanation is focused on two variables related to the entrepreneur’s human capital: their educational level and their intrapreneurial experience. There are conflicting arguments on how these variables lead an entrepreneur to join a team, and we argue that the degree of individualism of the society helps us understand the discrepancies. We use a sample of 66,716 early-stage entrepreneurs from 66 countries surveyed by the Global Entrepreneurship Monitor between 2014 and 2017. Our results show that entrepreneurs with higher levels of education and intrapreneurial experience are more likely to be involved in the entrepreneurship process as members of teams. However, the effect of educational level is less pronounced in individualist contexts. In addition, we find that the motivation to enter entrepreneurship partially mediates these relationships, as individuals endowed with higher human capital are likely to enter entrepreneurship driven by an opportunistic motivation, which in turns makes them likely to need or join teams to reach their goals.

Big data analytics and competitive advantage: the strategic role of firm-specific knowledge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rajiv Dahiya ◽  
Son Le ◽  
John Kirk Ring ◽  
Kevin Watson
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Data Analytics ◽  
Management Strategies ◽  
Big Data Analytics ◽  
Specific Knowledge ◽  
Content Type ◽  
Absorptive Capacities ◽  
Strategic Role

PurposeWhile advances in big data analytics (BDA) provide valuable business insights and immense business value, many firms find it difficult to gain advantage from their BDA initiatives. Noting the strategic role of firm-specific knowledge, we develop a framework examining the relation between firm specificity of BDA knowledge and competitive advantage. We also examine the dynamic evolution of BDA capabilities and the associated knowledge management strategies.Design/methodology/approachWe review the resource-based view (RBV), capabilities life cycles and absorptive capacity perspectives along with the literature on BDA competitive advantage. Identifying two key BDA factors, application customization and data proprietorship, we develop a BDA competitive advantage framework. We also investigate the absorptive capacities employed by firms to advance their BDA capabilities. We use anecdotal cases to support our theoretical arguments.FindingsWe propose that BDA solutions with vendor-based applications (noncustomized) and public data will not generate firm-specific knowledge and therefore not provide competitive advantage. In contrast, BDA solutions with custom applications and proprietary data will provide high-level firm-specific knowledge and potentially result in sustained competitive advantage. We further suggest the relevant absorptive capacities and the knowledge management strategies for BDA capability development.Practical implicationsOur framework provides managers with insights into how to develop and enhance firm-specific knowledge from their BDA solutions to gain competitive advantage.Originality/valueOur study offers a new BDA firm-specific knowledge framework for competitive advantage.

Entrepreneurial activity and national innovative capacity in selected European countries

2016 ◽  
Vol 17 (3) ◽  
pp. 155-172 ◽  
Author(s):  
Claudiu Tiberiu Albulescu ◽  
Anca Drăghici
Keyword(s):  
European Countries ◽  
Entrepreneurial Activity ◽  
Eastern European ◽  
Global Entrepreneurship Monitor ◽  
Global Innovation ◽  
Global Entrepreneurship ◽  
Eastern European Countries ◽  
Innovative Capacity ◽  
Monitor Data

The present article assesses the role of entrepreneurship in strengthening the national innovative capacity of the European countries. For this purpose, we use the Global Entrepreneurship Monitor data for the entrepreneurial activity, while the innovative capacity is assessed based on the Global Innovation Index and the Summary Innovation Index. Our panel data estimations for the period 2009–2012 show that the total entrepreneurial activity does not influence the national innovative capacity. Furthermore, the role of opportunity or innovation-driven entrepreneurs in enhancing the national innovative capacity cannot be documented, either in the Central and Eastern European countries or in the Western European countries. Our findings are robust regarding the change in data sample, control variables or the way national innovative capacity is assessed.

scholarly journals Assessing Sustainable Competitive Advantage in Relation with Intellectual Capital, Knowledge Management and Innovativeness in Women-Owned SMEs in Malaysia

2016 ◽  
Vol 1 (1) ◽  
pp. 46
Author(s):  
Che Asniza Osman ◽  
Rohana Ngah
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Global Economy ◽  
Well Being ◽  
Sustainable Competitive Advantage ◽  
Global Entrepreneurship Monitor ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Small Medium Enterprises (SMEs) play an important role in contributing the economic growth of most nations. As the global economy slows down, entrepreneurship role becomes increasingly important to drive the pecuniary and societal well-being. In 2012, Global Entrepreneurship Monitor (GEM), reported an estimation of 126 million women have started or running new businesses in around 67 countries around the world. In addition, about 98 million women are operating established businesses. Study showed that women seem to face difficulties in moving from one phase to another to withstand the entrepreneurship process thus; they are rated lower in terms of starting venture comparing to men. This paper provides a conceptual discussion on the role of intellectual capital, knowledge management, and innovativeness in sustaining competitive advantage of women owners of SMEs. The variables investigated eventually attempts to establish and test an integrated framework for intellectual capital.

B2B Marketing

2021 ◽  
Author(s):  
Nadezhda Bek
Keyword(s):  
Value Creation ◽  
Digital Technologies ◽  
Business Organizations ◽  
B2b Marketing ◽  
Goods And Services ◽  
Strategic Role

B2B marketing is a rapidly developing direction, the basis of which is the interaction of business organizations with organizations that purchase goods and services for use in their own production of goods and services that are in demand from other organizations, in the markets of end consumers or from society as a whole. Globalization, the increasing influence of digital technologies on competition, the growing awareness of consumers and the tightening of their requirements for purchased goods and services strengthen the strategic role of B2B marketing. Competitiveness in the B2B markets is increasingly determined by their participation and position in competitive and viable value creation networks. For students, postgraduates of universities, researchers and teachers.

The Role of Market Orientation and Organizational Capabilities of Family Businesses on Competitive Advantage

2020 ◽  
pp. 45-66
Author(s):  
Özgür Atılgan
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
First Generation ◽  
Family Firms ◽  
Family Businesses ◽  
Organizational Capabilities ◽  
Business Organizations ◽  
Management Ability ◽  
Almost All

Family businesses are described as organizations owned by one or more members of the same family. Most of the business organizations in the world consists of family firms. However, although they constitute a larger share in almost all of the economies, in their first 5 years of operation, 90% of the family businesses disappear. Of the remaining 10%, 67% die or change ownership after first generation. Only 12% survive under current ownership past the third generation. Therefore, in order to maintain the continuity of the business, family businesses have to achieve competitive advantage. One way to achieve competitive advantage is through becoming market oriented. In this connection, the purpose of this chapter is to identify the role of market orientation and the four basic organizational capabilities (entrepreneurial ability, management ability, global ability, and building partnerships ability) on gaining competitive advantage by systematically reviewing relevant concepts, thereby contributing to the existing literature.

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