scholarly journals Una gestión activa de los intangibles empresariales y su incidencia en los resultados financieros de un modo sostenible

2020 ◽  
Vol 32 (3) ◽  
pp. 1117
Author(s):  
Lidia García-Zambrano ◽  
Arturo Rodríguez-Castellanos ◽  
José Domingo García-Merino
Keyword(s):  
Competitive Advantage ◽  
Field Study ◽  
Basque Country ◽  
Core Competencies ◽  
The Core ◽  
Intangible Resources ◽  
Resources And Capabilities ◽  
Telephone Calls ◽  
The Difference

It is widely accepted that the allocation of intangible resources and capabilities has become the difference between firms. However, only a few of them allow to gain a competitive advantage, so-called core competencies. Most of the studies about to the intangibles and firms performance consider only the stock held by the company, and they do not considered intangibles management. Therefore, our objective is to test whether the core competencies management translates into improved sustainably performance, measured through ROA. To this end, a field study was performed, by making telephone calls to Basque Country companies’ financial managers, and favorable evidence was obtained.

scholarly journals The Influence of Core Technology Capability of High-Tech Industry on Sustainable Competitive Advantage

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Xi Liu ◽  
Shuai Yang
Keyword(s):  
Competitive Advantage ◽  
Organizational Innovation ◽  
Core Competencies ◽  
Theoretical Research ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Technological Capabilities ◽  
High Tech Industry ◽  
The Core ◽  
The Impact

In order to explore how the core technological capabilities of the high-tech industry affect the sustainable competitive advantage of an enterprise, by consulting a large number of literature studies on sustainable competition, the characteristics of high-tech enterprises were summarized through analysis and sorting and a sustainable competition model was proposed based on market, management, marketing, strategy, and organizational innovation. Through factor analysis, correlation analysis, and structural equations of 266 survey data of related companies, the effectiveness of the model based on the impact of core capabilities of high-tech companies on sustainable competitive advantage was confirmed. The results show that the core competencies of high-tech enterprises’ market recognition, strategic planning, management and operation, full-person marketing, and dynamic marketing directly affect the company’s sustainable competitive advantage. The most important influence on a company’s sustainable competitive advantage is market awareness, and the organizational innovation of the company can also influence the sustainable competitive advantage indirectly, while dynamic marketing can increase the other four capabilities to improve the sustainable competitive advantage of the enterprise. The theoretical model is established to identify the core technological capabilities of high-tech enterprises that can help enterprises effectively identify the core technological capabilities that can form a sustainable competitive advantage and then provide ideas for enterprises to build theoretical research on core technological capabilities.

Relating IS Infrastructure to Core Competencies and Competitive Advantage

2002 ◽  
pp. 53-72
Author(s):  
Terry Anthony Byrd
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Research Literature ◽  
Time To Market ◽  
The Core ◽  
Sustained Competitive Advantage ◽  
It Resources ◽  
The Relationship

The value of information technology (IT) in today’s organizations is constantly debated. Researchers and practitioners have examined organizations to try to discover causal links between competitive advantage and IT. This paper presents and details a model that depicts a possible connection between competitive advantage and IT. Furthermore, this paper attempts to show how one major component of the overall IT resources, the information systems (IS) infrastructure, might yield sustained competitive advantage for an organization. More precisely, IS infrastructure flexibility is examined as an enabler of “core competencies” that have been closely related to sustained competitive advantage in the research literature. The core competencies enabled by IT that are the focus of this study are mass customization and time-to-market. By showing that IS infrastructure flexibility acts as an enabler of these competencies, the relationship to sustained competitive advantage is demonstrated.

A Dynamic Ability-Based View of the Organization

2011 ◽  
Vol 7 (2) ◽  
pp. 86-101 ◽  
Author(s):  
Farley Simon Nobre ◽  
David S. Walker
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Dynamic Behavior ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Collective Knowledge ◽  
The Core ◽  
Core Ability ◽  
Micro Foundations

This paper investigates theoretical micro-foundations of core competencies in the organization that pursues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which can explain the sources of core competencies of the firm. This research raises questions on: What are the main sources of creation and sustenance of core competencies? What are the abilities which nourish the development of operational and dynamic capabilities? What is the main source of collective knowledge in the organization? This work answers these questions by proposing a dynamic ability-based view of the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sustainable competitive advantage. Cognition is the core ability which supports individuals, groups, and organizations with intelligence, autonomy, learning, and knowledge management. These concepts form the set of organizational abilities in this research.

Managing Your Core Incompetencies for Corporate Venturing

1995 ◽  
Vol 19 (3) ◽  
pp. 113-135 ◽  
Author(s):  
Deborah Dougherty
Keyword(s):  
Field Study ◽  
Core Competencies ◽  
New Product ◽  
The Other ◽  
Large Firms ◽  
Corporate Venturing ◽  
The Core

Internal ventures and a firm's core competencies are mutually constitutive, since each both contributes to and builds on the other. This field study compared successful and failed new product ventures In four large firms, to learn how competencies and ventures relate. The link between ventures and competencies was important to success. It was also difficult to achieve, because a scaffolding of reified rules, called core incompetencies, had grown around the competencies to dominate thought and action. Some ways to break out of the core incompetencies are developed from the successful efforts, and summarized in the discussion.

OpenSocial

2010 ◽  
pp. 285-295
Author(s):  
Matthias Häsel
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Graph ◽  
Complementary Resources ◽  
Resources And Capabilities ◽  
Social Applications

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

The Relationship Between Proactive Management of Core Competencies and Business Performance

2013 ◽  
Vol 12 (02) ◽  
pp. 1350016 ◽  
Author(s):  
Lidia Garcia-Zambrano ◽  
Arturo Rodriguez-Castellanos ◽  
Jose Domingo García-Merino
Keyword(s):  
Financial Reporting ◽  
Business Performance ◽  
Basque Country ◽  
Core Competencies ◽  
Essential Elements ◽  
Intangible Resources ◽  
Proactive Management ◽  
Tangible Assets ◽  
Study Results ◽  
The Relationship

Intangible resources drive economic growth, and are considered the fundamental source of business value. Intangibles have become key factors in generating competitive advantages, despite the fact that traditional financial reporting continues to focus on tangible assets. This is primarily due to the fact that the majority of intangible resources are invisible and considered a current expense on financial statements. Top level management on the other hand may be discouraged from investing in intangible resources, even though numerous studies link investments in R&D, advertising, and training, to the performance of the company. Studies also suggested that core competencies, as a form of intangible human capital, are critical competitive factors and essential elements of corporate competitive advantage. Despite that, few studies analyse the relationship between investments in core competencies and corporate performance. The main objective of this study is to attempt to fill the gap in this area of the current literature and test the extent to which investments in core competences, translates into direct improved organisational performance. The field study was conducted by making telephone calls to the financial managers of different Basque Country companies. Their responses and the financial performance of their companies was analysed and reported in this study. Results from the study show that firms with managers whom affirm their investment in intangible resources have better overall growth and sustained economic development.

scholarly journals Some Consideration On Knowledge Management Implication On Organization’s Competitiveness

2015 ◽  
Vol 66 (1) ◽  
pp. 41-46
Author(s):  
Anca Draghici ◽  
Marius Areta Ciortan ◽  
Claudia Florea
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Global Economy ◽  
Core Competencies ◽  
Active Role ◽  
Computing Power ◽  
Know How ◽  
The Core ◽  
Management Implication ◽  
Post Industrial

Abstract The research described in this paper has been focused on two objectives: to debate the knowledge management’s active role for organizations competitive advantage and to describe information technology’s capabilities in leveraging the knowledge worker’s competencies. For the purposes of this article, competitive advantage is perceived as a strength that provides a market advantage relative to a competitor. Often competitive advantage is related to the core competencies of the organisation, which are frequently based on implicit know-how or tacit knowledge. This intangible, unstructured knowledge is difficult to manage; consequently management has ignored it when designing business strategy. However, the increased competitive pressures of the post-industrial global economy and the exponential advances in computing power have increased management’s interest in knowledge as a sustainable source of competitive advantage.

scholarly journals Manajemen Pengetahuan Salah Sebagai Satu Jalan Dalam Pengembangan Lembaga Pendidikan Unggul Pada Tk Bina Mulia Cibitung

2020 ◽  
Vol 1 (2) ◽  
pp. 85-98
Author(s):  
Muhamad Khaerudin, Joni Warta, Dwi Budi Srisulistiowati
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Educational Institution ◽  
Educational Institutions ◽  
Improve Performance ◽  
Significant Development ◽  
Organizational Goals ◽  
The Core ◽  
Intangible Resources ◽  
The World

Along with the significant development of life progress, the competition that occurs requires people to follow the flow of adjustments as well as the world of education which now provides many alternative choices and levels of quality. Educational institutions need to develop their competitive advantage in order to survive, compete and sustain their survival properly. The resources needed to maintain its survival are not solely from traditional resources but must also come from intangible resources, namely knowledge. To benefit from the knowledge they have and what knowledge they must have, educational institutions / organizations must manage their knowledge through knowledge management. Consciously, educational institutions must know the knowledge they have and their benefits to improve performance and increase innovation and creativity. To achieve superior educational institutions, knowledge management is needed, namely the ability to create and maintain value that is greater than the competitiveness of the core institution. Knowledge and experience are able to create, communicate and apply knowledge about various things to achieve organizational goals, namely to become a superior educational institution.

Information Technology, Core Competencies and Sustained Competitive Advantage

2002 ◽  
pp. 181-202
Author(s):  
Terry Anthony Byrd
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Research Literature ◽  
It Infrastructure ◽  
Time To Market ◽  
The Core ◽  
Sustained Competitive Advantage ◽  
It Resources ◽  
The Relationship

The value of information technology (IT) in today’s organizations is constantly debated. Researchers and practitioners have examined organizations to try to discover causal links between competitive advantage and IT. This paper presents and details a model that depicts a possible connection between competitive advantage and IT. Furthermore, this paper attempts to show how one major component of the overall IT resources, the IT infrastructure, might yield sustained competitive advantage for an organization. More precisely, IT infrastructure flexibility is examined as an enabler of “core competencies” that have been closely related to sustained competitive advantage in the research literature. The core competencies enabled by IT that are the focus of this study are mass customization and time-to-market. By showing that IT infrastructure flexibility acts as an enabler of these competencies, the relationship to sustained competitive advantage is demonstrated.

Sign in / Sign up

Export Citation Format

Share Document