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.

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

2011 ◽  
Vol 7 (2) ◽  
pp. 1-17 ◽  
Author(s):  
Petra Schubert ◽  
Susan P. Williams ◽  
Ralf Woelfle
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Systems Research ◽  
Information Systems Research ◽  
Sustainable Competitive Advantages ◽  
Critical Resources

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.

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

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 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.

scholarly journals TQM Components as a Source of Competitive Advantage in a Beverage Organization

2020 ◽  
Vol 1 (2) ◽  
pp. 25-36 ◽  
Author(s):  
Amir Ahmed ◽  
Farhana Ferdousi
Keyword(s):  
Competitive Advantage ◽  
Continuous Learning ◽  
Competitive Advantages ◽  
Customer Requirements ◽  
Resource Based View ◽  
Price Pressure ◽  
Strategic Option ◽  
Set Up ◽  
Case Organization

This study reports on a case study of TQM adoption in searching for answers of why and how organizations adopt such approaches to gain competitive advantages within a Bangladeshi beverage company. It focuses organizational approaches to adopt TQM as a strategic option and the subsequent changes in organizational set-up. Moreover, using the resource-based theory, this study explores what TQM components help achieving competitive advantage. Findings reveal that due to the change in customer requirements in respect to tastes and quality; and increased price pressure led the case organization to adopt TQM. The result shows that the case organization has brought a series of changes in adopting TQM including appointing a consultant; encouraging a culture of continuous learning; developing a mechanism of communicating information; involving top management along with the employees in the improvement process; and emphasizing the use of teams. Following the resource-based view, findings show that the adoption of TQM helped the case organization in identifying its capabilities that facilitated the achievement of competitive advantage. The findings may help other organizations to learn lesson from the case organization through the identification of tacit resources that are generated by a TQM initiative.

Exploring the Role of IS in Dynamic Capabilities

2010 ◽  
Vol 1 (2) ◽  
pp. 19-37 ◽  
Author(s):  
Stephen Duhan ◽  
Margi Levy ◽  
Philip Powell
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Recent Literature ◽  
Dynamic Capability ◽  
Sustainable Competitive Advantage ◽  
Capability Development ◽  
Over Time ◽  
Systemic View

Resource-based theory suggests that firms develop idiosyncratic capabilities that contribute to sustainable competitive advantage when they are valuable, rare, inimitable and non-substitutable. The successful use of information systems (IS) and information technology (IT) has been linked to improved firm performance. Recent literature suggests that a deeper understanding of what capability means in practice may be gained from a disaggregation into component competences and resources. A better understanding of the role of IS/IT in business level capability may be achieved through a fuller articulation, both of the capability itself, and the contribution of IS/IT, together with an evaluation of the effectiveness in delivering sustainable competitive advantage. A dynamic capabilities perspective explains the way firms adapt capabilities to changing market environments over time. This paper explores these propositions through an exploratory case study using a framework derived from a resource-based and systemic view of the firm. The analysis suggests a dynamic Capability Development Model through which the implications and potential for IS and IT over time may be understood. The paper addresses three issues. First, it offers a better articulation of what capability concepts mean in practice. Second, it takes a disaggregated understanding of capabilities, and third, it sheds light on the dynamics of capabilities.

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.

A resource-based framework for strategically managing identity

2019 ◽  
Vol 32 (1) ◽  
pp. 80-102 ◽  
Author(s):  
Sam Rockwell
Keyword(s):  
Competitive Advantage ◽  
Organizational Identity ◽  
Identity Management ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Content Type ◽  
Management Framework ◽  
Identity Processes ◽  
High Level

Purpose The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims. Originality/value Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

scholarly journals The resource-based view and marketing: The role of market-based assets in gaining competitive advantage

2001 ◽  
Vol 27 (6) ◽  
pp. 777-802 ◽  
Author(s):  
Rajendra K. Srivastava ◽  
Liam Fahey ◽  
H. Kurt Christensen
Keyword(s):  
Competitive Advantage ◽  
Customer Value ◽  
Business Processes ◽  
Shareholder Value ◽  
Theory Development ◽  
Practice Management ◽  
Competitive Advantages ◽  
Research Directions ◽  
Resource Based View

This article posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future. The article also illustrates how resource-based view (RBV) and marketing considerations in the context of generating and sustaining customer value can refine and extend each other’s traditional frames of analysis. Finally, the article posits a set of research directions designed to enable scholars to further advance the integration of RBV and marketing from both theory-driven practice management as well as a problem-driven theory development perspectives.

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