scholarly journals EXPLORING COGNITIVE RENT : A STRATEGY FOR COUNTERING ALGORITHMS

2021 ◽  
Author(s):  
Sébastien Bourbon
Keyword(s):  
Competitive Advantage ◽  
Theory Of The Firm ◽  
Competitive Advantages ◽  
Market Strategy ◽  
Increasing Risk ◽  
Resource Based Theory

Covid-19 and the increasing risk of disruption caused by algorithms have led companies to reconsider their market strategy and seek out new competitive advantages. Building up cognitive rent could be one way of achieving this, as long as businesses are able to successfully explore and exploit the knowledge they acquire. This article focuses exclusively on exploring and acquiring cognitive rent, using the resource-based theory of the firm that considers knowledge as a way to drive a company’s ability to compete. Cognitive rent offers theoretical, operational, and strategic elements that enable organisations to improve the quantity and the quality of their resources. This potentially provides inroads for new competitive advantage and protection against the risk of market platformisation.

scholarly journals CONSULTING IN THE UKRAINIAN MARKET OF SERVICES AND ITS COMPETITIVE ADVANTAGES

2021 ◽  
Vol 7 (4) ◽  
pp. 72-84
Author(s):  
Natalia Yevtushenko ◽  
Tatiana Halimon
Keyword(s):  
Competitive Advantage ◽  
Graphical Representation ◽  
Quality Of Services ◽  
Expert Assessment ◽  
Target Market ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Consulting Services ◽  
Practical Recommendations

The article summarizes the arguments and counterarguments about the peculiarities of formation of competitive advantages on the services market in Ukraine on the example of consulting. Assessment of the development of consulting services market in Ukraine was conducted for ten years (2010; 2011; 2012; 2013; 2013; 2014; 2015; 2016; 2017; 2018; 2019, 2020). Methodology. The use of methods of analysis, synthesis and graphical representation allowed for a theoretical study of the formation of competitive advantages. The use of methods of economic, heuristic and strategic analysis became the basis for estimating the market of consulting services in Ukraine and working out practical recommendations for its development. Results. The author's understanding of the concept of "competitive advantages of the company", the factors of their formation and described the relationship of competitive strategies with the process of their formation. Analysis of the market of consulting services in Ukraine revealed its immaturity, exacerbated by the economic crisis, as well as the institutional vulnerability of consulting. The reasons of unstable demand for consulting services are described. According to the results of the expert assessment the Top 15 Ukrainian consulting companies (2020) out of 102 were determined. The leadership matrix of these companies is built depending on their role in the target market, taking into account the typology of competitive strategies of F. Kotler. The analysis showed the transformation of consulting in Ukraine under the influence of the COVID-19 pandemic and the broad interest in digital and HR consulting. Practical recommendations for the development of the market of consulting services in Ukraine are presented. Practical implications. It is proposed to include the following factors in the formation of the competitive advantages of the consulting company: the quality of services, competence of consultants and productivity of the company. The main competitive advantage is the competence of consultants, the level of which affects the quality of services, the results of the company and its customers. To strengthen the competitive advantage it is recommended to use the standard of consulting services in the activities of Ukrainian companies. Value/originality. The results of the study can be useful for any consulting company wishing to improve its competitiveness and expand the market for its services.

scholarly journals Strategic Communication and Competitive Advantage: Assessing CEO Letters of Global Airline Alliances

2021 ◽  
Vol 13 (1) ◽  
pp. 57-72
Author(s):  
Gang-Hoon Seo ◽  
Munehiko Itoh ◽  
Zhonghui Li
Keyword(s):  
Competitive Advantage ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Strategic Communication ◽  
Aviation Industry ◽  
Competitive Advantages ◽  
Differentiation Strategy ◽  
Airline Alliances ◽  
Executive Officers

Abstract For the last several decades, global airline alliances have ensured their market presence in the aviation industry. Scholars have focused on the effects of alliance affiliation for airlines and what the competitive advantages of alliances are. However, these issues have been discussed in relation to operational aspects. The quality of strategic communication can be an important factor in achieving a competitive advantage and realizing a differentiation strategy. This study assessed the differences in quality of strategic communication between the three leading alliance groups (oneworld, SkyTeam, and Star Alliance) and a non-alliance group. Comprehensive content analysis was implemented using the letters of chief executive officers (CEOs) of 46 airlines. We found that the non-alliance group has more ideal CEO letters than the alliance groups, and the main topics and quality of CEO letters of alliance group differed. This study provides a novel insight into the competitive advantage of global airline alliances.

Resource-based theory of college football team competitiveness

2019 ◽  
Vol 27 (4) ◽  
pp. 834-856 ◽  
Author(s):  
Peter Omondi-Ochieng
Keyword(s):  
Logistic Regression ◽  
Human Resources ◽  
Competitive Advantage ◽  
Binary Logistic Regression ◽  
College Football ◽  
Competitive Advantages ◽  
Organizational Resources ◽  
Content Type ◽  
Physical Resources ◽  
Resource Based Theory

Purpose This paper aims to predict a college football team’s competitiveness using physical resources, human resources and organizational resources. Design/methodology/approach Guided by the resource-based theory, the study used archival data of 101 college football teams. The dependent variable was competitiveness (indicated by win-loss records), the independent variables were physical resources (operationalized as home attendance and total revenues), human resources (measured as coaches’ salary and coaches’ experience) and organizational resources (specified as conference rankings and the number of sports). Kendall Tau correlation and binary logistic regression were used to examine the associative and predictive competitive advantages. Findings The binary logistic regression model showed an overall percentage predictive correctness of 71.3%, with a Negelkerke R2 of 41.1% of the variance of all predictors – with coaches’ experience, total revenues and home attendance being the best predictors of generating competitive advantages that produced superior win-loss records. Research limitations/implications The research focused exclusively on physical, organizational and human resources as sources of competitive advantage and not physiological and/or psychological variables. Practical implications College football teams aspiring to be competitive may benefit from this study by applying a three-fold strategy of hiring well-paid high performing and experienced coaches who can increase attendance and revenues. Originality/value The study was unique in two ways – one, it made clear the positive significance of coaches’ experience as a source of competitive advantage, and second, it highlighted the catalytic effects of revenues and attendance in fueling competitiveness.

Social Capital Knowledge

2011 ◽  
pp. 1448-1459
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Social Capital ◽  
Intellectual Capital ◽  
Theory Of The Firm ◽  
Institutional Arrangements ◽  
Knowledge Development ◽  
Competitive Advantages ◽  
The Social ◽  
Resource Based Theory

Organizations have capabilities for creating and sharing knowledge (intellectual capital) that give them their distinctive advantage over other institutional arrangements, such as markets (Ghoshal & Nahapiet, 1998). But, what is the basis of a firm’s knowledge development capabilities? At least in part, the answer is that these capabilities stem from the social capital that an organization possesses as a result of bringing people together for extended periods of time, creating interdependence through specialization and integration, forcing interaction, and providing boundaries and directions. Following the resource-based theory of the firm (Conner & Prahalad, 1996), enterprises that cultivate particular forms of social capital are likely to realize competitive advantages (Ghoshal & Nahapiet, 1998).

The classification of customer- and brand-oriented marketing capabilities

2015 ◽  
Vol 3 (1) ◽  
pp. 26-44
Author(s):  
Katharina Buttenberg
Keyword(s):  
Competitive Advantage ◽  
Customer Orientation ◽  
Theory Of The Firm ◽  
Review Article ◽  
Marketing Capabilities ◽  
Brand Orientation ◽  
Resources And Capabilities ◽  
Inside Out ◽  
Resource Based Theory

According to the Resource-Based Theory of the Firm, companies need to acquire and develop a unique set of resources and capabilities to gain a competitive advantage in the market. In the last decade, a number of studies have focused on marketing capabilities. However, there has been no clear classification between marketing capabilities directed towards the development of the brand from the inside out and customer-oriented capabilities, integrating the customer in the process. Purpose of this review is to clearly classify marketing capabilities and define the differences between brand-orientation and customer-orientation. A structure is proposed to better classify marketing capabilities and pave the way for further research. This review article is providing a structure for the Resource-Based Theory of the firm for improving the classification of resources and capabilities. 

scholarly journals Forming the enterprises strategy of focusing as a method of achieving its competitive advantages

2020 ◽  
pp. 16-19
Author(s):  
Oleksandra ROZHENKO
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Enterprise Development ◽  
Product Price ◽  
Market Growth ◽  
Focus Strategy ◽  
Competitive Forces

The article deepens the theoretical and methodological foundations of strategic management of determining and achieving competitive advantages of the enterprise. To objectify the evaluation parameters of competitive advantages, a technique of competitive advantage analysis is proposed, which includes the following sequence of stages: determination of the basic strategy of enterprise development by the Thompson-Strickland model, determination of the competitive strategy of enterprise development by the Porter model, analysis of the competitive forces of the enterprise by the Porter model, systematization of components strategic potential of the enterprise according to the Borden-McCarry model; and determination of sustainable competitive advantage of the enterprise. According to the proposed method of analysis of competitive advantages of the enterprise, the following components of strategic potential are attributed to the directions of its strategic focus: product, price, promotion, place, people, process, physical environment. Most focus is on sustainable competitive advantage. According to the results of strategic analysis of a subsidiary's enterprise, its stable competitive advantage is formed. The method of analysis of competitive advantages of the enterprise is described. The essence of forming a focus strategy as a way of achieving competitive advantages of the enterprise is revealed. The disclosure of formation of competitive advantages of the investigated enterprise is improved. The technique of the analysis of competitive advantages of the enterprise through the mechanism of focusing on them is offered. The strategy of focusing the enterprise as a way to achieve its competitive advantages has been formed. The strategy of focusing of the conditional enterprise as a way of achieving its competitive advantages is formed. It is determined that the conditional enterprise has a strong competitive position and slow market growth. A competitive product focus strategy means leading the niche in the services provided, focusing all of the conditional enterprise's efforts on the quality of the services provided.

The Effect of Partnership Strategy on Competitive Advantages through the Market Area and Health Services’ Innovation

2020 ◽  
Vol 8 (06) ◽  
pp. 1822-1829
Author(s):  
Hisnindarsyah ◽  
Budiyanto ◽  
Khuzaini
Keyword(s):  
Health Service ◽  
Competitive Advantage ◽  
Health Sector ◽  
Service Innovation ◽  
Market Area ◽  
Competitive Advantages ◽  
Services Innovation ◽  
High Degree ◽  
Improve Health

Based on the 2014 Indonesia Republic Minister of Health Regulation on Hospital Licensing Classification, it is explained that the Hospital is one of the bodies engaged in the health sector which plays an important role for the creation of quality of life and the environment for the community, so as to create a high degree of health both for physical, spiritual health , and social. The attention of the Head of F.X Suhardjo Navy Hospital to the partnership strategy towards competitive advantage. This may improve the ability of the Head of F.X Suhardjo Navy Hospital to develop appropriate strategies to further enhance his competitive advantage. Health service innovation has an effect on competitive advantage, useful for F.X Suhardjo Navy Hospital heads in the sense that they can make efforts to improve health service innovation to improve their competitive advantage.

Study and Evaluation of the Competitiveness Potential of the Organizations in the Construction Industry

2018 ◽  
Vol 931 ◽  
pp. 1178-1181
Author(s):  
Nadezhda A. Polovnikova ◽  
Nikolay V. Chepachenko ◽  
Marina N. Yudenko
Keyword(s):  
Competitive Advantage ◽  
Construction Industry ◽  
Quantitative Assessment ◽  
Methodological Approach ◽  
Payback Period ◽  
Competitive Advantages ◽  
Internal Environment ◽  
Construction Organizations ◽  
Construction Products

In the article the methodological approach towards the assessment of competitiveness of organizations and their construction products, which allows to increase the efficiency of management of the competitiveness process of the construction organizations, is substantiated. The authors propose the methodological approach towards the validation of the quantitative assessment of the competitiveness potential of the organizations. The approaches are based on the criteria of optimality, mitigation of risks of losing the potential for increasing the competitive advantages of the organization and mitigation of the payback period of the investments, targeted at the formation of the potential of the internal environment with the aim of developing the competitive advantage. This proposal allows increasing the quality of the analysis and the assessment of the potential of the internal environment of the organizations and carrying out the result-oriented diagnostics, collection, processing, analysis and assessment of the necessary information in order to select the directions for the development of the entrepreneurial potential of the internal environment of the organization.

Social Capital Knowledge

2011 ◽  
pp. 809-817 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Social Capital ◽  
Intellectual Capital ◽  
Theory Of The Firm ◽  
Institutional Arrangements ◽  
Knowledge Development ◽  
Competitive Advantages ◽  
The Social ◽  
Resource Based Theory

Organizations have capabilities for creating and sharing knowledge (intellectual capital) that give them their distinctive advantage over other institutional arrangements, such as markets (Ghoshal & Nahapiet, 1998). But, what is the basis of a firm’s knowledge development capabilities? At least in part, the answer is that these capabilities stem from the social capital that an organization possesses as a result of bringing people together for extended periods of time, creating interdependence through specialization and integration, forcing interaction, and providing boundaries and directions. Following the resource-based theory of the firm (Conner & Prahalad, 1996), enterprises that cultivate particular forms of social capital are likely to realize competitive advantages (Ghoshal & Nahapiet, 1998).

Social Capital Knowledge

2011 ◽  
pp. 313-323
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Social Capital ◽  
Intellectual Capital ◽  
Theory Of The Firm ◽  
Institutional Arrangements ◽  
Knowledge Development ◽  
Competitive Advantages ◽  
The Social ◽  
Resource Based Theory

Organizations have capabilities for creating and sharing knowledge (intellectual capital) that give them their distinctive advantage over other institutional arrangements, such as markets (Ghoshal & Nahapiet, 1998). But, what is the basis of a firm’s knowledge development capabilities? At least in part, the answer is that these capabilities stem from the social capital that an organization possesses as a result of bringing people together for extended periods of time, creating interdependence through specialization and integration, forcing interaction, and providing boundaries and directions. Following the resource-based theory of the firm (Conner & Prahalad, 1996), enterprises that cultivate particular forms of social capital are likely to realize competitive advantages (Ghoshal & Nahapiet, 1998).

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