scholarly journals ANTIFRAGILITY AS A NEW STRATEGY TO ACHIEVE COMPETITIVE ADVANTAGES OF THE ENTERPRISE

2021 ◽  
Author(s):  
Halyna Fyliuk ◽  
Tetiana Siryk
Keyword(s):  
Competitive Advantage ◽  
Business Community ◽  
Economic Downturn ◽  
Competitive Advantages ◽  
Small Companies ◽  
Effective Strategies ◽  
Complex Process ◽  
New Strategy ◽  
Speed Up ◽  
Definition Of

The changes that have taken place in the world over the past two years have led to irreversible changes in the process of managing the competitiveness of the enterprise. The COVID-19 pandemic has caused a global economic downturn and the bankruptcy of many businesses. At the same time, the corona crisis affected not only small companies, but also large international brands. All this has necessitated a rethinking of the categories of «competitiveness» and «competitive advantage». This article analyzes the change in understanding of the essence of the category of "competitive advantage" under the influence of the global corona crisis and presents modern views on its interpretation by representatives of the business community. The survey involves 6 participants who are owners or directors of business. They needed to formulate their own definition of "competitive advantage", given the experience with the COVID-19 pandemic. Based on the survey, the need to find new, more effective strategies of competitive advantage that will meet today's requirements has been identified. Antifragility and its main characteristics have been studied as an actual competitive strategy that can meet the requirements. The interpretation of anti-fragility by Nasim Taleb, who is the author of this category, is considered. Based on the materials of Nasim Taleb, a form for assessing the antifragility of the enterprise is proposed. It provides an analysis of the enterprise on a set of parameters, which are marked with points from 0 to 10. Such an analysis will help companies determine the level of antifragility of the entity at the time of the study and promising areas for further enhancement of antifragility. As a result, practical recommendations for the implementation of antifragility strategy in the enterprise are given. Implementation of the antifragility strategy is a complex process that should cover all levels of the enterprise and all its structural units. These recommendations will help speed up and facilitate the implementation of the strategy. This article outlines only the basic points of the antifragility strategy, which in fact requires more in-depth theoretical and practical research, and forms the basis for further works.

Enhancing Coopetition Among Small Tourism Destinations by Creativity

2017 ◽  
pp. 223-244 ◽  
Author(s):  
Francesco Redi
Keyword(s):  
Competitive Advantage ◽  
Cooperative Behavior ◽  
Competitive Advantages ◽  
Costs And Benefits ◽  
Effective Strategies ◽  
Strategic Resources ◽  
Tourism Destinations ◽  
Positive Impacts

This chapter addresses on coopetition among tourism destinations with a focus on small ones and investigates on existing experiences, elaborating on the benefits of combinations with creative strategies and actions. Small destinations can achieve competitive advantages and access to strategic resources by adopting a cooperative behavior that, as observed, has no borders both geographical and of contents. Creativity can enhance coopetitive strategies and, consequently, gives positive impacts and advantages to tourism destinations. This area of research can be enriched with more contributes to assess costs and benefits in order to allow an evaluation of results and the designing of effective strategies. When adopting a coopetition strategy among destinations, the author foresees positive impacts and the achievement of economies and synergies that allow the increasing of the competitive advantage.

Enhancing Coopetition Among Small Tourism Destinations by Creativity

2019 ◽  
pp. 48-69
Author(s):  
Francesco Redi
Keyword(s):  
Competitive Advantage ◽  
Cooperative Behavior ◽  
Competitive Advantages ◽  
Costs And Benefits ◽  
Effective Strategies ◽  
Strategic Resources ◽  
Tourism Destinations ◽  
Positive Impacts

This chapter addresses on coopetition among tourism destinations with a focus on small ones and investigates on existing experiences, elaborating on the benefits of combinations with creative strategies and actions. Small destinations can achieve competitive advantages and access to strategic resources by adopting a cooperative behavior that, as observed, has no borders both geographical and of contents. Creativity can enhance coopetitive strategies and, consequently, gives positive impacts and advantages to tourism destinations. This area of research can be enriched with more contributes to assess costs and benefits in order to allow an evaluation of results and the designing of effective strategies. When adopting a coopetition strategy among destinations, the author foresees positive impacts and the achievement of economies and synergies that allow the increasing of the competitive advantage.

scholarly journals From Sustainable to Transient Competitive Advantage

2018 ◽  
Vol 24 (2) ◽  
pp. 134-139 ◽  
Author(s):  
Tsvetana Stoyanova ◽  
Miglena Angelova
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Dynamic Environment ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Business Organizations ◽  
Management Literature ◽  
Definition Of ◽  
Necessary And Sufficient

Abstract The concept of competitive advantage is central for the strategic management literature. The researchers` ideas in this field are broad and comprehensive - from an attempts to define and measure the advantage, through its sources, to the complex of conditions that presuppose its existence at all, and its preservation for a longer period. The activities to protect it in a highly dynamic environment are a great challenge. This makes the topic of the necessary and sufficient requirements that the sources of competitive advantage have to meet in order to ensure its sustainability. Studying the conditions needs the sustainability to be defined, and with respect to the requirements of dynamism coming from the outside environment. The purpose of this article is to study, systematize and summarize existing scientific opinions about the conditions that ensure the sustainability for the competitive advantage and to identify the reasons for moving to its flexibility. In order to achieve this objective, it is necessary to fulfil the following tasks: - to consider the prerequisites for sustainability and to derive a definition of "sustainable competitive advantage"; - to highlight the specific features of the transitional competitive advantages; - to indicate the implementation of the two concepts in business organizations

scholarly journals Intellectual Capital Management Model for Competitiveness in a Beach Hotel: Case Study in the City of Manzanillo, Colima

2019 ◽  
pp. 22-38
Author(s):  
Juan Alfredo Lino-Gamiño ◽  
Carlos Hugo Barragán-Vázquez ◽  
Sergio Felipe López-Jiménez ◽  
Eduardo Chang Muñoz
Keyword(s):  
Competitive Advantage ◽  
Quantitative Research ◽  
Intangible Assets ◽  
Methodological Approach ◽  
Management Control ◽  
Research Approach ◽  
Competitive Advantages ◽  
Physical Assets ◽  
Definition Of ◽  
Approach Goals

For decades the economy was based on production and physical assets were the main source of resources. This situation has now changed, with intangible assets now being the main source of value creation and sustainability of competitive advantages in the company. The current definition of intangibles has focused on the strategic area within the Resource-Based Approach, emerging as a complementary structure to the Competitive Advantage approach. Goals: The analysis of intangibles as a scenario of competitiveness in the hotel industry, in particular, such as management, control and identification of unspecified intangibles. Metodology: Starting from the general objective, this research will have a mixed, quantitative and qualitative methodological approach. And through a quantitative research approach of analytical type, it is intended to know the influence of intangible resources on the factors that allow obtaining and sustaining a competitive advantage in the company. The above is based on the “Intellectus Model” (IADE-CIC, 2003) and the “Five Capital Model” (IADE-Caja Madrid, 2004). Contributios: Based on 106 variables analyzed, the multifactorial analysis by reduction of factors allows to determine 11 cross factors that contribute to generate the space of the intangible assets that in the case of the hotel which allows to be more competitive.

scholarly journals Creating an Intelligent Organisation as a Source of Competitive Advantages: Conditions and Dilemmas

2019 ◽  
Vol 15 (2) ◽  
pp. 7-23
Author(s):  
Hanna Godlewska-Majkowska
Keyword(s):  
Competitive Advantage ◽  
Development Strategy ◽  
Operating Systems ◽  
Strong Dependence ◽  
Competitive Advantages ◽  
Quick Response ◽  
External Shocks ◽  
Small Companies ◽  
The Right ◽  
A Company

The purpose of this research is to identify the essence and features that allow for the identification of intelligent organisations and an assessment of their maturity, taking their competitive advantages into account. In addition, it aims at formulating recommendations on how to study intelligent organisations while considering competitive advantages and monitored changes in this area. A hypothesis is formed that the intelligent organisation is a source of competitive advantage for companies. These advantages are not permanent, though. The article is based on a critical review of national and foreign literature, as well as experience resulting from direct involvement and observations while participating in research focused on intelligent organisations. The research was a part of the Żagle Biznesu (Sails of Business) competition organised by the SGH Warsaw School of Economics in 2018 and 2019. According to the author, an intelligent organisation is one where decision-making is based on collecting, analysing, interpreting, sharing and storing valuable data and information, which can be used at the right time to solve problems and generate the competitive advantage of a company. The type of leadership and emotional intelligence of key people involved have a great impact on the development opportunities of companies creating intelligent organisations. In small companies, apart from a strong dependence on the type of leadership and focusing on a particular type of innovation, there is a lack of development strategy. Poor awareness of the need for development, as well as vulnerability to internal and external shocks (volatility), causes instability in previously achieved levels of intelligence. Small companies in a type of intelligent organisation can compete in the operational sphere, based on such factors as technology, quick response, good timing and better dealing with individual customers. At the same time, small companies can strengthen their competitive advantages related to costs and quality through dedicated operating systems in a way which is typical of large companies. Although these advantages are not permanent, some of them may be duplicated and modified.

scholarly journals MANAGEMENT OF ENTERPRISE COMPETITIVE ADVANTAGES

2017 ◽  
pp. 178-181
Author(s):  
Yuriy Goncharov ◽  
Olena Kupper
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Enterprise Management ◽  
Modern World ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Modern Enterprise ◽  
Long Time ◽  
Definition Of ◽  
Industry Success

In conditions of current competition it is extremely difficult to retain market positions which were acquired. Achievement of competitive advantage by the enterprise is one of the most important categories of market economy. It can characterize the company's ability to timely and efficiently adapt to the conditions of external market environment that can rapidly change, to resist the economic crisis phenomena, to survive and develop. The essence of the concepts "competitiveness" and "competitive advantage" are considered in the article. The definition of "competitive enterprise" is proposed. The main approaches to the management of enterprise competitiveness in the modern world are analysed. In the article the "Conceptual model of sustainable competitive advantage" by IA Kuznetsov is shown. This model demonstrates that sustainable competitive advantages are formed at the intersection of using external and internal opportunities of unique properties of enterprise. These properties are expressed through industry success factors and key capabilities of the organization. The article examines the types of competitive advantages according to the forms of origin and manifestation (internal and external). It is concluded that the main demand of modern enterprise management competitiveness is the scientific study of strategic competitive advantages and maintaining the achieved position for a long time.

The application of E-commerce among small medium enterprises : a case study in Kelantan

2007 ◽  
Vol 4 (2) ◽  
pp. 45
Author(s):  
Norudin Mansor ◽  
Che Ismail Long ◽  
Ahmad Ismail Mohd. Annuar
Keyword(s):  
Competitive Advantage ◽  
General Assumption ◽  
The State ◽  
Business Community ◽  
Research Project ◽  
Business Decision ◽  
Small Medium Enterprises ◽  
Medium Enterprises

The research project was conducted to investigate the understanding of E-commerce Application among the SMEs in the state of Kelantan. Focusing on the population of registered members of Dewan Perniagaan Melayu Malaysia, Kelantan, a total of302 respondents were selected to participate in our study. Moving in line with the general assumption of world business community it is agreed that e-commerce application is highly relevant for the survival and meeting the challenges of borderless economy. At the same time, the process of acquiring knowledge and understanding the environment, coping with changes, and speeding up the business decision, able to further enhance the competitive advantage of the SMEs. Using the established model, our investigation focused on 5 identifiable variables to demonstrate its usefulness towards motivating SMEs to adopt e-commerce. Our analysis indicated that all the selected variables were significant towards enhancing the application of e-commerce and thus maintaining competitive advantage in the industry.

The role of innovation in building competitive advantages: an empirical investigation

2018 ◽  
Vol 21 (1) ◽  
pp. 44-69 ◽  
Author(s):  
Prodromos Chatzoglou ◽  
Dimitrios Chatzoudes
Keyword(s):  
Competitive Advantage ◽  
Conceptual Framework ◽  
Empirical Investigation ◽  
Primary Data ◽  
Empirical Literature ◽  
Competitive Advantages ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact ◽  
Structured Questionnaire

Purpose Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before. Design/methodology/approach The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire). Findings Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research. Originality/value The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.

scholarly journals The effects of greening the supplier and innovation on environmental performance and competitive advantage

2013 ◽  
Vol 7 (1) ◽  
Author(s):  
Unine Van den Berg ◽  
Jean-Pierre Labuschagne ◽  
Hugo Van den Berg
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
Environmental Performance ◽  
Competitive Advantages ◽  
Latent Constructs ◽  
Confirmatory Factor ◽  
Environmental Goals ◽  
The City ◽  
Strength Of Association ◽  
Managerial Innovation

Companies in South Africa should realise the important influence of greening their suppliers and of innovation to achieve environmental goals and competitive advantages. In order to prove this, a questionnaire survey was conducted with 75 companies from 11 industries in the City of Johannesburg Metropolitan Municipality region, South Africa. A confirmatory factor analysis was done, followed by bivariate correlations to determine the strength of association between the latent constructs. Correlations between greening the supplier, innovation, environmental performance and competitive advantages were done. The research found that a green innovative process had a significant effect on environmental performance. Green managerial innovation further had a significant correlation with competitive advantage. The primary result of the study indicated that all the constructs positively related to each other, meaning that greening suppliers, by means of green innovation, leads to an enhanced environmental performance and to competitive advantages.

Thematic expansion: A new strategy for theory development

2021 ◽  
pp. 019394592098479
Author(s):  
Katherine P. Kelly ◽  
Kathleen A. Knafl ◽  
Susan Keller ◽  
Pamela S. Hinds
Keyword(s):  
Grounded Theory ◽  
Theory Development ◽  
Good Parent ◽  
Child Study ◽  
Worked Example ◽  
New Strategy ◽  
Definition Of ◽  
Purposeful Selection ◽  
Seriously Ill ◽  
Multiple Conditions

We developed and applied metasynthesis methods to expand previously reported thematic descriptions of parents’ internal definition of “being a good parent to my seriously ill child” as part of a larger study to examine parenting of children with serious illness. Our systematic approach included: literature search, purposeful selection of grounded theories regarding parenting a seriously ill child, study summaries, mapping evidence of good parent themes onto structural elements of grounded theory, cross-study comparisons, and theoretical memoing to summarize analytic insights. Twenty-five grounded theory studies from 32 reviewed reports reflected multiple conditions (n=5), countries (n=10) and family members (n=386 families). We report a worked example of the processes used to extend the original good parent themes and detail our processes through one good parent theme. The methods we describe are a promising approach to extend thematic analysis findings and advance thematic expansions toward development of more formal theoretical syntheses.

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