Using a Sustainable Competitive Advantage Strategy to Reduce the Gap in the Dimensions of Competition between the Expectations of the Product and the Wishes of the Customer

2021 ◽  
Vol 39 (11) ◽  
Author(s):  
Hussein Kareem Mohammed ◽  
Nabeel Farhan Hamdan ◽  
Luay Hadher Hazzaa
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Business Environment ◽  
Point Of View ◽  
Sustainable Competitive Advantage ◽  
Fixed Target ◽  
Quality Cost ◽  
Rapid Changes ◽  
The Cost ◽  
Strategic Perspective

Major developments and rapid changes in the business environment and increased competition have made the wishes of the customer constantly fluctuating, and this is what made the companies look at it as a moving goal and not a fixed target, as change became imperative and the obligation of companies. And from this point of view the study has tried the literature of the field of accounting towards new ways in dealing with the strategic dimensions of quality, cost, and time and making them respond in a way that is positive with the wishes of the customer by knowing the needs of the customer and then managing its impact on these dimensions. Continuous improvement has been used to keep competitiveness away from sustainable competitive advantage to determine the cost of activities to manufacture the product and the removal of activities that do not add any valuation, the results have led to an exit. With the conclusion that the orientation towards the dimensions of quality has become time-consuming and the way in which the company's visions are linked to a strategy that includes the integration of these dimensions according to a strategic perspective that contributes to achieving customer satisfaction. It is more useful than moving towards individual smetres. 

The Importance of Knowledge Transfer to Industry

2016 ◽  
Vol 4 (1) ◽  
pp. 1-6
Author(s):  
Emília Madudová ◽  
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Divergent Thinking ◽  
Business Environment ◽  
Point Of View ◽  
Creative Industry ◽  
Specific Knowledge ◽  
Creative People ◽  
Industry Needs ◽  
Firm Owners

The paper examines the specific knowledge universities transfer to industry, reflecting to creative industry needs. As results shows, the most asked alumni competences should be tacit knowledge and divergent thinking. Divergent thinking influence the creativity. Creativity is often defined as the ability to develop new and useful ideas, but in deep literature review, we can see few irregularities and different definitions of creativity. The paper also evaluates the importance of creativity from business environment point of view and from the creative industry perspective and creative firm owners. As point of view. Another key finding is, that to educate creative people will be one of the key competitive advantage, because mainly the ability to create and disseminate knowledge is often at the heart of the organization's competitive advantage not only in creative industry, but in transport industry as well.

Business Development and Environmental Impact in the Solar (PV) Field

2017 ◽  
pp. 44-84
Keyword(s):  
Economic Analysis ◽  
Financial Incentives ◽  
Investment Decision ◽  
Business Environment ◽  
Business Development ◽  
Point Of View ◽  
Pv System ◽  
Investment Projects ◽  
Electricity Cost ◽  
The Cost

The techno-economic analysis of a PV system is designed to measure the viability of the designed system from an economical and technological point of view assuming some specific environmental conditions. In this research, for the techno-economic analysis of PV system the authors are focused on four general categories of factors which are highly influential on the investment decision in this field. These are the PV system costs, the electricity cost, the sunlight and other environmental characteristics and the financial incentives. Each of this factors is analyzed in order to understand and evaluate the general conditions that influence the decision in the photovoltaic business. The methodology that is used for explaining the real business environment in PV field and the main indicators that can estimate the investment profitability is the case study related to formal opportunities for developing PV investment projects in Romania. The investors in PV field have to understand the life cycle of a PV system that can give an overlook of the cost reduction opportunities and also make them sensible to the decommissioning phase of such an investment. For future investments in the PV field in Europe the authors identified and analyzed the main factors that characterize the PV business development in the next period.

Intellectual Capital

2010 ◽  
pp. 237-252 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz Machado ◽  
António Grilo
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Central Question ◽  
Organisational Performance ◽  
Holistic Model ◽  
Knowledge Based ◽  
Study Support ◽  
Key Driver ◽  
Strategic Perspective

With the rise of the “new economy”, knowledge became a most valuable resource. Accepting knowledge as a resource suggests that knowledge can be acquired, transferred, combined and used, and it may be a potential source of sustainable competitive advantage. In this context, knowing how an organization creates value, based on its potential of knowledge, became a central question in management research. Under a strategic perspective, knowledge that creates value is defined as intellectual capital, the application of which will give organisations sustainable competitive advantage. Therefore, identifying, measuring and managing intellectual capital is crucial for corporate innovation and competitiveness. The purpose of our study is to examine the interrelationships and the effects of interaction between intellectual capital components and organisational performance, and defines how knowledge creates value. The study is developed in the context of Portuguese banks, an industry where differentiation of products and services almost exclusively hinges on the continuous rejuvenation of the underlying knowledge base. Empirical findings from this study support the propositions that intellectual capital is a key driver of organisational performance and that a knowledge-based perspective holds a more holistic model of organisations’ value creation.

scholarly journals The development of an instructional design model as a strategic enabler for sustainable competitive advantage

2010 ◽  
Vol 41 (1) ◽  
pp. 25-36
Author(s):  
L. Le Roux ◽  
H. Oosthuizen
Keyword(s):  
South Africa ◽  
Instructional Design ◽  
Competitive Advantage ◽  
Fast Track ◽  
Empirical Investigation ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Continuous Change ◽  
Specific Knowledge ◽  
Skilled Workforce

In a business environment of continuous change and in light of a defined need to fast track skills improvement and development in South Africa and Africa, training strategies and practices are under increasing pressure to develop a more productive and skilled workforce. Demands on training and the practices it employs increasingly focus on the alignment with strategic imperatives of organisations and the country.This research presented an instructional design (ID) model positioned in intersection between the positioning-based and resource-based theories and used a multi-disciplinary approach to extend the literature on ID models with the aim to offer measurable improvements in job-specific knowledge and productive behaviour as proxies for sustainable competitive advantage. The research confirmed the contribution of the ID model in this regard and described and substantiated the pivotal link between training and ID models and the application thereof in practice to aid organisations and, by extension, countries, in the achievement and sustainability of competitive advantage. This, the first of two articles, presents not only the theoretical and practical context of the research, but also the development of a revised and advanced ID model. In the second article the ID model will be subjected to empirical investigation and evaluated through the application thereof in a case organisation and a grounded conclusion provided.This is the first in a series of two articles.

Implementation of Time-Driven Activity-Based Costing System in the Manufacturing Industry

2020 ◽  
pp. 272-283 ◽  
Author(s):  
Ahmet Özcan
Keyword(s):  
Manufacturing Industry ◽  
Business Environment ◽  
Activity Based Costing ◽  
Strategic Decisions ◽  
Quality Cost ◽  
Goods And Services ◽  
Costing System ◽  
The Cost ◽  
Capacity Cost

In the current business environment, the costing system used within the firms has prominent impact on strategic decisions. High-quality cost data significantly increases the quality of firms' strategic decisions. The activity-based costing system has failed to satisfy the needs of firms operating in the competitive economic environment. The time-driven activity-based costing system is the developed version of activity-based costing system. Time-driven activity-based costing system is one of the most sophisticated costing systems that enable firms to accurately calculate the cost of goods and services. Time-equations are used in time-driven activity-based costing system to estimate the time consumed by each activity. This chapter aims to discuss main dynamics of time-driven activity-based costing system and provides an illustration of this costing system in the manufacturing industry. The case study demonstrates that time-driven activity-based costing system is useful in calculating idle capacity cost.

Proposed Framework for Research in the Triple A (Agility, Adaptability, Alignment) in Supply Chains

2011 ◽  
pp. 306-321 ◽  
Author(s):  
Ivan Arana-Solares ◽  
Jose Machuca ◽  
Rafaela Alfalla-Luque
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Competitive Advantage ◽  
Business Performance ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Global Business ◽  
The Impact

In the rapidly changing global business environment, it can be seen that supply chain designs based solely on efficiency and speed do not necessarily lead to a sustainable competitive advantage. According to Lee (2004), this can only be done if supply chains are designed to incorporate the Triple A: Agility, Adaptability and Alignment. Although Lee provided some examples, to date his claim has not been empirically tested, which is essential. A number of studies have looked at the three component parts of the Triple A separately, but as yet no studies have focused on all three Triple A components concurrently, or on the impact they have on business performance. The main aim of this chapter is to determine the dimensions and factors that characterize these variables, in order to empirically test the accuracy of Lee’s claim.

scholarly journals Modern approaches to the formation of enterprise competitive strategy

2020 ◽  
pp. 109-120
Author(s):  
Inna Kuznetsova ◽  
Valentyna Gorbatiuk
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Competitive Strategy ◽  
Sustainable Competitive Advantage ◽  
Competitive Strategies ◽  
Cost Leadership ◽  
Advantages And Disadvantages ◽  
Modern Business ◽  
Output Characteristics ◽  
Value Disciplines

The article considers the approaches to the formation of a competitive strategy. The purpose of the article is to systematize existing approaches to the formation of a competitive strategy and highlight modern competitive strategies. The essence of the concepts «strategy» and «competitive strategy» is considered. Based on a critical analysis of the essence of «competitive strategy» concept, three approaches to its interpretation by various researchers are identified: it is aimed at creating a stable position in the market, provides for the creation of a sustainable competitive advantage, and it is aimed at achieving superiority over competitors. Based on the results of interpretations systematization and analysis of the essence of «strategy» concept, the author’s definition of competitive strategy as a direction of forming a competitive advantage for creating a unique value of the product is proposed. The process of choosing a competitive strategy by M. Porter has been analyzed and it has been established that after its development, further continuous improvement is necessary. The process of choosing a competitive strategy by M. Porter is analyzed and it has been established that after its development, further continuous improvement is necessary. The main approaches to the formation of a competitive strategy, which considering modern business trends are investigated: industry positioning, competitive cooperation, value disciplines, evolutionary theory and key competencies. The essence of the considered concepts, their advantages and disadvantages are clarified and two types of competition, typical for these concepts are identified, namely: tough competition; competition and cooperation. A number of competitive strategies, which take into account the specifics of modern enterprises, are investigated and the essence, necessary resources, output characteristics and type of competition for each of them are highlighted. It was substantiated that each of there searched strategies implements one of the basic competitive strategies: cost leadership or focusing. The cost leadership strategy using at domestic enterprises, which is the most acceptable for the modern realities of the functioning and development of business, is proposed,

scholarly journals Requirements for Participative Management as a Source of Sustainable Competitive Advantage and Tipical Management Method

2015 ◽  
Vol 20 (2) ◽  
pp. 42-48
Author(s):  
Emanoil Muscalu ◽  
Alexandru Rizescu ◽  
Alexandru Marius Rizescu
Keyword(s):  
Competitive Advantage ◽  
Point Of View ◽  
Participative Management ◽  
Sustainable Competitive Advantage ◽  
Economic Activities ◽  
Current Management ◽  
Scientific Methods ◽  
Methods And Techniques ◽  
Management Method ◽  
The Many

Abstract The economic context in the recent years has undergone major changes in modern methods and techniques used in management. The current competitive environment is characterized by permanent turbulences influencing firstly the managerial act itself. Out of the many methods and techniques applied so far, some turn out to be less adaptable to the current economic and social context. In the same train of ideas, the organizations always looking for sources of competitive advantage have the tendency of applying innovation and the new in the field. Another trend noted in the current management is that of going towards using operational management methods that enable the replacement of the current descriptive empirical management with certain regulatory and scientific methods. From this point of view the study aims to highlight the competitive advantage generated by applying the participative management as a management method used within the organizations in order to obtain a better efficiency of the economic activities.

scholarly journals Impact of Corporate Social Responsibility on Sustainable Competitive Advantage: A Case Study of Leading Noodle Companies in Nepal

2017 ◽  
Vol 4 (4) ◽  
pp. 275-283
Author(s):  
Dinesh Raj Pant ◽  
Opas Piansoongnern
Keyword(s):  
Corporate Social Responsibility ◽  
Data Collection ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Sustainable Business ◽  
Mutual Cooperation ◽  
Corporate Social

The debate in the field of Corporate Social Responsibility (CSR) in achieving Sustainable Competitive Advantage (SCA) was ongoing from the beginning of the twenty first century. The role of stakeholders and CSR in achieving sustainable business has increased in recent years. The purpose of this qualitative study was to achieve deeper understanding about the CSR initiative that may contribute to achieve SCA for the company. A single case study with three unit of analysis was used to achieve a deeper understanding on how CSR in planned, aligned and implemented in the noodle companies in Nepal and how those initiative may contribute to the company in the form of SCA and to community in the form of societal development.The stakeholder theory was used as theoretical framework with semi structured interview as data collection method. For the data collection purpose, two groups of stakeholders were interviewed. The first group was internal stakeholders including managerial level employees and second group consisted of external stakeholders including suppliers, customers, local community members and environmental activist. The findings of the study clearly indicated that, the strategic approach to CSR contributes to company in the form of SCA and helps in fulfilling the expectations of the local communities. The findings indicated that, stakeholder management is a key tool in today’s business environment and strategic CSR initiatives contributes in sustainable business and mutual cooperation between company and stakeholders.Int. J. Soc. Sc. Manage. Vol. 4, Issue-4: 275-283

Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

2011 ◽  
Vol 75 (1) ◽  
pp. 16-30 ◽  
Author(s):  
V. Kumar ◽  
Eli Jones ◽  
Rajkumar Venkatesan ◽  
Robert P. Leone
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Sustainable Competitive Advantage ◽  
The Cost
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