scholarly journals THE EFFECT OF HUMAN CAPITAL, ENTREPRENEURSHIP ORIENTATION AND MARKET ORIENTATION ON COMPETITIVE ADVANTAGE (CASE STUDY ON HOSPITALITY INDUSTRY IN CENTRAL JAVA)

2019 ◽  
Vol 7 (3) ◽  
pp. 247-257
Author(s):  
Ricky Yohanes ◽  
Retno Hidayati
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Hospitality Industry ◽  
Central Java

scholarly journals The Role of Market Orientation, Creativity and Innovation in Creating Competitive Advantages and Creative Industry Performance

2017 ◽  
Vol 8 (2) ◽  
Author(s):  
Sutapa Sutapa ◽  
Mulana Mulyana ◽  
Wasitowati Wasitowati
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Sampling Method ◽  
Creative Industries ◽  
Partial Least Square ◽  
Least Square ◽  
North Coast ◽  
Fashion Industry ◽  
The North ◽  
Central Java

<div>The purpose of this study is to examine the effect of market orientation, creativity, innovation and competitive advantage on the performance of creative industries. Respondents from this study are 130 owners or leaders of creative industries in the fashion sector in Central Java Indonesia. The study is located on the North Coast of Central Java, taking five districts, namely Pekalongan, Semarang, Kudus, Rembang and Jepara. Sampling method in this research use purposive sampling method. This method is used taking into account the criteria of the creative fashion industry that has been operating for at least 3 years and innovating market-oriented products. The data obtained will be analyzed using Partial Least Square (PLS) program. The results of data analysis show that creativity has no significant effect on innovation. Market orientation significantly affects innovation and performance. Innovation also has a significant effect on excellence and competitive performance. Furthermore, competitive advantage has a significant effect on company performance.</div>

scholarly journals The effect of marketing innovation, market orientation, and social capital on competitive advantage and marketing performance: A study in MSMEs of embroidery Central Java Province

2015 ◽  
Vol 18 (3) ◽  
pp. 351
Author(s):  
Ag. Sunarno Handoyo
Keyword(s):  
Social Capital ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Small And Medium Enterprises ◽  
Marketing Innovation ◽  
Marketing Performance ◽  
Central Java ◽  
Structure Equations ◽  
Medium Enterprises ◽  
Central Java Province

This study deals with marketing innovation, market orientation, and social capital in affecting the competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. In this respect, this study tried to test and analyze the effect of marketing innovation, market orienta-tion, and social capital on competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. The samples are 150 respondents as the owners of the embroidery business in Central Java Province. The technical analysis used is Structure Equations Modeling with AMOS Software version 22. The results show that: (1) marketing innovation has significant effect on competitive advantage; (2) market orientation has significant effect on competi-tive advantage; (3) social capital has significant effect on competitive advantage; (4) competitive advantage has significant effect on marketing performance; (5) marketing innovation has significant effect on marketing performance; (6) market orientation has significant effect on marketing performance; (7) social capital has no significant effect on marketing performance. The implication of this study is that the MSMEs of embroidery could improve marketing performance by increasing marketing innovation, market orientation, social capital and competitive advantage. This study also shows that competitive advantage is an intervening variable on marketing performance.

Roles of Market Orientation and Social Orientation on Sustainability

2019 ◽  
pp. 259-270
Author(s):  
Joaquim Vaz ◽  
Jose Francisco Santiago
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Social Orientation ◽  
Empirical Literature ◽  
Business Innovation ◽  
Competitive Environments ◽  
Long Run ◽  
The Social ◽  
Innovation Capacity

The empirical literature relates increasingly competitive environments to innovative business activities. The chapter aims at analyzing proactivity as a condition of the dynamics to which organizations are obliged to search for, devise, and generate an adequate response, accompanied by the capacity for innovation and sustainability in the nature of the response to achieve a competitive advantage. This chapter contributes to the understanding of small business innovation capacity. It proposes a model that starts from the market orientation and the social orientation, as variables that enhance the innovation capacity of the companies, impelling in this way, their response to the needs of the customers. A multi-case study is used to validate the said model in the SMEs rural in Cáceres. The results show a reactive market orientation and a high awareness of generating sustainability conditions. This means that environmental and social orientation should be maintained or adapted to so innovation can be sustainable in the long run.

Knowledge Management, Competitive Advantage, and Value Creation

2013 ◽  
Vol 4 (2) ◽  
pp. 59-71 ◽  
Author(s):  
Ingi Runar Edvardsson ◽  
Gudmundur Kristjan Oskarsson
Keyword(s):  
Decision Making ◽  
Human Capital ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Value Creation ◽  
Model Based ◽  
Customer Capital ◽  
Number Of Firms

The purpose of this paper is to analyse the effect of knowledge management on value creation in Icelandic firms. The aim is to examine the ways KM contributes to value creation, and measure the ways in which KM affects customer capital, innovation, and human capital. Given the limited number of firms in the survey with KM programmes, the findings should be seen more as a case study of Icelandic SMEs. The main conclusions are that firms which have adopted KM programmes and strategies have increased employee skills more than other firms; are better at attracting staff; and manifest improved decision making. The same goes for customer handling, innovation, and competitive standing. In general, this means that KM contributes to value creation by enhancing employee skills and innovation which, in turn, strengthen customer handling skills and the firm’s competitive advantage. A conception model based on these findings is also presented in the paper.

scholarly journals Changes in Market Orientation of Batik SMES During the Covid-19 Pandemic

2021 ◽  
Vol 04 (09) ◽  
Author(s):  
Eny Endah Pujiastuti ◽  
Keyword(s):  
Market Orientation ◽  
Environmental Changes ◽  
Business Environment ◽  
Target Market ◽  
Focus Group Discussions ◽  
Group Leaders ◽  
Group Discussions ◽  
Business Sustainability ◽  
Central Java

Changes in the business environment have been experienced by SMEs during the COVID-19 pandemic, thus placing strong pressure on business sustainability. This case study aims to describe the changes in market orientation carried out by SMEs during the pandemic. The research was conducted at the Association of Written Batik Banyuripan which consists of 62 SMEs in Central Java Province, Indonesia. Data were collected using interviews with the association's administrators and focus group discussions involving all members of SMEs. Triangulation has been carried out to ensure data quality involving SME group leaders, local government as SME coaches, and distributors. The results of the study show that SMEs respond quickly to environmental changes during the pandemic by changing market orientation by expanding the target market, adjusting products according to needs during the pandemic, using online-based technology to promote products and sales transactions. SMEs still maintain the characteristics of written batik. Changes in market orientation carried out by batik SMEs are proven to be able to prevent SMEs from going bankrupt.

scholarly journals The impact of knowledge management on competitive advantage considering the mediating role of organizational agility Case study: the hospitality industry in Isfahan

2014 ◽  
Vol 9 (1) ◽  
pp. 1513-1519
Author(s):  
Iraj Soltani ◽  
Ali Lavafan
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Hospitality Industry ◽  
Organizational Agility ◽  
Mediating Role ◽  
Standard Questionnaire ◽  
Software Packages ◽  
The Impact

Competitive advantage, as aset of unique abilities in an organization, allows it to enter new markets and overcome competition. This paper aims to determine the impact of agility and knowledge management on competitive advantage. According to the available literature and research background, three hypotheses are formed and tested. The data for the study are collected using a standard questionnaire and analyzed by SPSS V.18.0 and AMOS V.20.0 software packages. The results indicate that knowledge management affects the ability to gain competitive advantage both directly and indirectly through organizational agility.

Sign in / Sign up

Export Citation Format

Share Document