scholarly journals Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

2019 ◽  
Vol 11 (6) ◽  
pp. 1597 ◽  
Author(s):  
Gisela Casado Salguero ◽  
Manuel Fernández Gámez ◽  
Ignacio Aldeanueva Fernández ◽  
Daniel Ruíz Palomo
Keyword(s):  
Competitive Advantage ◽  
Hotel Industry ◽  
Path Model ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Current State ◽  
Sustainable Competitive Advantages ◽  
The Relationship ◽  
Practical Implications

Competitive intelligence (CI) is a business tool within strategic management, and it is gaining significance as a process that enables companies to achieve sustainable competitive advantage. This study explores the current state of CI in the Spanish hotel industry. For this purpose, a path model has been developed which empirically investigates the relationship between CI use and its backgrounds. The results obtained suggest that environmental and organizational characteristics affect CI effort, and in turn, CI effort affects CI use. This study provides theoretical and practical implications to help managers develop sustainable competitive advantages through the potential that CI offers within the hotel industry.

Determinants of sustainable competitive advantage from resource-based view: implications for hotel industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Sazzad Hossain ◽  
Kashif Hussain ◽  
Suresh Kannan ◽  
Sree Kala Kunju Raman Nair
Keyword(s):  
Competitive Advantage ◽  
Absorptive Capacity ◽  
Hotel Industry ◽  
Competitive Intelligence ◽  
Strategic Flexibility ◽  
Sustainable Competitive Advantage ◽  
Entrepreneurial Behavior ◽  
Content Type ◽  
Team Culture ◽  
The Relationship

PurposeThis study examines the relationship between absorptive capacity, team culture, competitive intelligence awareness and entrepreneurial behavior with strategic flexibility and sustainable competitive advantage and further investigates the moderating influence of innovativeness on the relationship between strategic flexibility and sustainable competitive advantage in the hotel industry.Design/methodology/approachThe current study applied a quantitative research method to collect data from five-star and luxury hotel management staff in Malaysia, using questionnaire surveys. A total of 550 questionnaires were distributed, and the researcher received 457 valid questionnaires. The hypotheses were tested using the SEM (structural equation modeling) analytical technique.FindingsThe salient findings of this research are (1) absorptive capacity, team culture and competitive intelligence awareness have a significant impact on strategic flexibility and sustainable competitive advantage, (2) entrepreneurial behavior has an insignificant effect on strategic flexibility and sustainable competitive advantage, (3) strategic flexibility has a significant impact on sustainable competitive advantage, (4) innovativeness actively moderates on the relationship between strategic flexibility and sustainable competitive advantage.Research limitations/implicationsThe study described here introduces a sustainable competitive advantage as a new and dynamic approach to explore how its outcomes or performance can be enhanced in the hotel industry. The outcomes of sustainable competitive advantage can help the long-term survival of hotels.Originality/valueThe present study suggests and explains the role of sustainable competitive advantage in the hotel industry and offers new insights into the competitive hotel industry's gaps and weaknesses.

scholarly journals The challenges of creating sustainable competitive advantage in large B2B multidivisional corporations

2020 ◽  
Vol 12 ◽  
pp. 1188
Author(s):  
Isis Cassia Vannucci de Oliveira Koelle ◽  
Cristiane De Paula Bueno ◽  
Daniel Estima de Carvalho ◽  
Leandro Fraga Guimaraes
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Doing Business ◽  
Sustainable Competitive Advantages ◽  
The Way

It addresses the challenges that large multi-divisional B2B corporations face each day to take advantage of their corporate strategy and ensure sustainable competitive advantages. The synergies and interrelations that would give them such a position are not always simple to be achieved or even perceived by customers. The chosen approach was focused on B2B companies, because processes and communication tend to be more truncated, as they are usually more technical in the way of doing business. This can make the challenges of interrelation and synergy even greater.

The power of impossible

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexandre Asselineau ◽  
Gilles Grolleau
Keyword(s):  
Competitive Advantage ◽  
Mental Model ◽  
Design Methodology ◽  
Competitive Advantages ◽  
Content Type ◽  
Inappropriate Use ◽  
The World ◽  
Sustainable Competitive Advantages ◽  
Practical Implications ◽  
A Current

Purpose Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make the idea possible. Falling in love with any impossible target is obviously not without downsides. Design/methodology/approach This paper discusses conceptually how adopting an impossible thinking approach can help business to discover unexpected and valuable directions. Findings The authors caution managers on the inappropriate use of the “impossible” label that can be performative, activate a limiting mental model, lead to a self-fulfilling prophecy and deprive businesses from promising ideas. This paper proposes ways by which the power of impossible thinking can be harnessed to make a difference. Research limitations/implications Discarding impossible ideas seems perfectly justified from a logical or cultural viewpoint while constituting simultaneously a bad decision from a business viewpoint. The generalization of authors’ insight must be undertaken with caution, given that harnessing the power of impossible does not mean to fall in love with any impossible idea. Practical implications Learning to not neglect seemingly impossible options and sometimes to reveal them can lead to sustainable competitive advantages. Social implications While generating a competitive advantage for the concerned companies, implementing impossible ideas can also contribute to make the world a better place. Originality/value The authors identify some mechanisms that can make impossible thinking beneficial and profitable for companies. These insights can help managers to nurture an environment that facilitates the emergence of pathbreaking advances.

Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

2013 ◽  
pp. 303-319
Author(s):  
Petra Schubert ◽  
Susan P. Williams ◽  
Ralf Woelfle
Keyword(s):  
Competitive Advantage ◽  
Research Data ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Systems Research ◽  
Information Systems Research ◽  
Sustainable Competitive Advantages

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.

Contribution of Knowledge Management Practices in Creating Sustainable Competitive Advantage for Business Schools in India

2010 ◽  
Vol 09 (04) ◽  
pp. 387-397 ◽  
Author(s):  
Pankaj Madan ◽  
Sheetal Khanka
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Business Schools ◽  
Business Environment ◽  
Service Industries ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Knowledge Management Practices ◽  
Sustainable Competitive Advantages

Land, labour, capital, raw materials, innovation, human resources, research and development have all been credited as sources of sustainable competitive advantage (SCA). Yet sources of sustainable competitive advantages continuously change, and transformations in the business environment cause shifts in the sources. A viable method to generate sustainable competitive advantages is knowledge management, and this study empirically links the concept of knowledge management to sustainable competitive advantage. The study investigates how knowledge management practices can be employed to improve strategic positioning and competitiveness in service industries, particularly business schools.

scholarly journals Using Sustainable Competitive Advantages to Measure Technological Opportunities

2013 ◽  
Vol 4 (3) ◽  
pp. 55-64 ◽  
Author(s):  
Josu Takala ◽  
Matti Muhos ◽  
Sara Tilabi ◽  
Mehmet Serif Tas ◽  
Bingli Yan
Keyword(s):  
Resource Allocation ◽  
Competitive Advantage ◽  
Critical Factor ◽  
Medium Size ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Risk Levels ◽  
Sustainable Competitive Advantages ◽  
Technological Opportunities

Abstract The goal of this paper is to help small and medium size enterprises (SMEs) to find operative competitive advantage. This paper introduces a new method which applies critical factor analysis, risk and opportunities analysis to measure and propose resource allocation for companies in couple of next years. this research shows Knowledge/Technology (K/T) Calculation effect on (Balanced) Critical Factor Index (CFIs) depending on the proportions allocated among the different technological levels (Basic, Core or Spearhead) for each attribute separately. Moreover it helps firms to take balance in resource allocation for each attribute in changing environments on the basis of different level of technology. This paper presents the ’first in the world’ case study on operative sustainable competitive advantage and corresponding risk levels by taking into account technology and knowledge effects for 7 SME companies

scholarly journals Role of Social and Technological Challenges in Achieving a Sustainable Competitive Advantage and Sustainable Business Performance

2019 ◽  
Vol 11 (14) ◽  
pp. 3811 ◽  
Author(s):  
Muhammad Haseeb ◽  
Hafezali Iqbal Hussain ◽  
Sebastian Kot ◽  
Armenia Androniceanu ◽  
Kittisak Jermsittiparsert
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Business Performance ◽  
Simple Random Sampling ◽  
Equation Modeling ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Sustainable Business ◽  
Sustainable Competitive Advantages ◽  
Managerial Staff

In the postmodern era of industrialization, sustainable business performance is vital for success in a competitive environment. In order to attain sustainable business performance, Malaysian Small and Medium-sized Enterprises (SMEs) are facing various social and technological challenges. The objective of this study was to examine the roles of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. To accomplish this objective, first-hand data were collected from Malaysian SMEs. Opinions of managerial staff of these SMEs were preferred regarding the roles of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. An email survey was carried out to collect data. A total of 500 questionnaires were distributed among managerial staff of SMEs. Questionnaires were distributed by using simple random sampling. By using structural equation modeling, findings of the study revealed that social and technological challenges played major roles in boosting sustainable competitive advantage and sustainable business performance. Moreover, strategic alignment was a key in reflecting the positive roles of social and technological factors on sustainable competitive advantage. Findings of the study are beneficial for practitioners and will allow their strategies to reflect sustainable competitive advantages and sustainable business performance.

scholarly journals Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

2017 ◽  
Vol 8 (3) ◽  
pp. 123-131
Author(s):  
Muhammad Sharafat Waheed ◽  
Noraani Mustapha ◽  
Noor Ul Hadi
Keyword(s):  
Competitive Advantage ◽  
Organisational Learning ◽  
Sustainable Competitive Advantage ◽  
Organisational Performance ◽  
Learning Capability ◽  
Training Institutions ◽  
Hr Managers ◽  
The Relationship ◽  
And Training ◽  
Practical Implications

Abstract Taking into consideration the limitations of recently published studies, the present study explores the diverse outcomes of HR practices (training being one of them). From a literature-based view, it was found that organisational training improves learning capability in employees if psychological association (the value held) persuades them not to leave the organisation. The relationship between training and organisational performance is explained by employees′ performance as well as organisational learning. Findings from this study have practical implications for HR managers and training institutions, and theoretical implications for academics. The formation of intangible assets is a key source of sustainable competitive advantage even in environmental volatility.

Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage

2020 ◽  
Vol 22 (1) ◽  
pp. 121-130
Author(s):  
Firdaus Aditya Rizqi ◽  
Wahyu Nugroho
Keyword(s):  
Competitive Advantage ◽  
Cement Industry ◽  
Infrastructure Development ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Property Development ◽  
Resource Based View ◽  
Intangible Resources ◽  
Competitive Disadvantage ◽  
Sustainable Competitive Advantages

Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that will invest in the same field which causes competition among the cement industry players to increase. Facing this development, every company is required to be able to develop and evaluate competitiveness by utilizing existing resources to maintain a sustainable competitive advantage in industrial competition. One way to analyze a company's sustainable competitive advantage is to conduct a resource-based view analysis using the VRIO framework. The purpose of conducting a resource based view analysis is to find out whether resources are owned and managed, including in competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage. Based on the results of data analysis and discussion of the results of the study, it can be concluded that the resource-based strategy in supporting the achievement of sustainable competitive advantages in PT X is stated to have been proven. A resource-based strategy that includes financial, physical, organizational, technological, human, innovation and reputation resources described in the conclusion of this study is the result that PT X's resources are an important factor in sustainable competitive advantage.   Keywords: resources based strategy, sustainable competitive advantage, intangible resources, tangible resources, VRIO framework

scholarly journals Sustainable Competitive Advantages: An Exploratory Study of the Brazilian Cell Phone SectorHttp://Dx.Doi.Org/10.5585/Riae.V9i2.1674

2010 ◽  
Vol 9 (2) ◽  
pp. 143-167
Author(s):  
Rodolfo Borges Felipe ◽  
João Maurício Gama Boaventura ◽  
João Paulo Lara de Siqueira
Keyword(s):  
Competitive Advantage ◽  
Mobile Telephone ◽  
Second Step ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Strategic Actions ◽  
Competitive Edge ◽  
Rapid Changes ◽  
Sustainable Competitive Advantages ◽  
The Impact

In an environment of rapid changes one should seek definitions of what would be the strategic solutions adopted by organizations to ensure a competitive edge. This article is targeted to identify and verify the longevity of potential competitive advantages in Brazil’s mobile telephone sector through the analysis of the strategic actions taken by its operators between 2000 and 2008. Therefore, a two stage qualitative research with exploratory-descriptive features was adopted and carried out. The first stage saw the development of a theoretical framework based on the theory of competitive advantage. In the second step, the impact of strategic actions with the potential to become a competitive advantage in the four major mobile phone companies in the country was analyzed, and the examination of the sustainability of competitive advantages created from those actions was also undertaken. The study concluded that, although being a highly dynamic and competitive sector, there is evidence of the occurrence of a sustainable competitive advantage in the mobile telephone sector in Brazil.

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