An Analysis of Knowledge Space Concept and Recursive Approach for Servitizing in Manufacturing Industries

2014 ◽  
pp. 273-291
Author(s):  
H. M. Belal ◽  
Kunio Shirahada ◽  
Michitaka Kosaka
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Manufacturing Companies ◽  
Knowledge Space ◽  
Creation Process ◽  
A Value ◽  
A Company ◽  
Analysis Of Knowledge ◽  
Space Concept

This chapter proposes a knowledge space concept and a recursive approach to servitizing in the manufacturing industry. Manufacturing companies need to move up the value chain and compete on the basis of value delivered rather than on the basis of typical products. Therefore, more corporations are adding value to their core corporate offerings through services, which is called servitization, and the strength of service activities within the manufacturing industry (servitization) has become the main source of competitive advantage. This chapter identifies two exclusive approaches to adapting servitization in the manufacturing industry called the knowledge space concept and recursive approach, which also explains the value co-creation process with customers through integrating “B-to-B to C,” which produces a company that is a value provider.

scholarly journals How Value Network-Based Co-Inovation Contribute in Competitive Advantage

2019 ◽  
Vol 28 (2) ◽  
pp. 79-90
Author(s):  
Maryono Maryono ◽  
Imam Ghozali ◽  
Amie Kusumawardhani ◽  
Mahelan Prabantariksa
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Conceptual Development ◽  
Empirical Studies ◽  
Value Network ◽  
Mediating Role ◽  
A Value ◽  
Relational Capabilities ◽  
The Impact ◽  
The Relationship

This study aims to develop a comprehensive integrated model which helps in explaining the impact of value chain integration’s (VCI)’s and relational capability impact on co-innovation in a network and competitive advantage. It also explores the role of value network-based co-innovation as a mediator in the relationship between supply chain integration and competitive advantage, and in the relationship between relational capabilities and competitive advantage of a housing bank sector. The study suggests that firm gains competitive advantage by utilizing value chain integration and relational capability. It is argued here that co-innovation based on value network has mediating role to create competitive advantage. The paper provides a discussion and implication on where value lies and how value is co-created in network of interdependent relationship and illustrate this by sketching a value map in network relationship and possible innovations that can be co-created in housing bank ecosystem. The study involved a single government owned bank located in different cities, therefore the results should be generalized cautiously. This paper constitutes an attempt to stimulate efforts and provide directions on the further conceptual development of value network-based co-innovation (VNBC). The newly developed measure of VNBC and CA exempt from past conceptual streams of the determinant of CA, could be used for valid measurements in future empirical studies in the field of strategic management. The paper provides a practical implications for managers to identify value and utilize new way of analyzing value-chain to create co-innovation within housing bank ecosystem. It also allows manager to practicing relational capability which gives the most impact to competitive advantage..

scholarly journals THE CONCEPT OF LOGISTICS CLUSTERS AND EFFICIENCY OF ECONOMIC ENTERPRISES

2019 ◽  
pp. 351-361
Author(s):  
Robert DMUCHOWSKI
Keyword(s):  
Competitive Advantage ◽  
Customer Service ◽  
Value Chain ◽  
Business Strategies ◽  
Regional Competitiveness ◽  
A Value ◽  
Efficiency And Effectiveness ◽  
Scale Range ◽  
Logistics Activity ◽  
The Impact

In Poland, Europe and worldwide, business strategies are implemented to ensure economic growth as a result of the impact of innovation and regional competitiveness. One of the effective and already proven methods of this strategy is building a competitive advantage based on the development of regional clusters. In their operations, clusters use the benefits of agglomeration, scale, range as well as local facilities resulting from production processes and distribution of knowledge. The concept of logistics clusters perfectly fits the aims of business clusters. The efficiency of logistics processes is perceived through the prism of cluster’s efficiency and effectiveness; the cluster philosophy can be used in logistics activities in order to seek optimization of its processes. Combining a cluster project with a logistics activity is one of the ways to improve competitiveness. Logistics clusters have the ability of a wider use of solutions developed by individual companies forming a cluster as well as solutions developed by companies from other sectors with which such enterprises cooperate. It is possible due to the development of innovative solutions in customer service, based on the experienceand cooperation of enterprises which can be considered as logistic and entities from other sectors of economy. The emergence of logistics clusters is stimulated by processes of internationalization and liberalization of material and capital flows, permanent search for new sources of competitive advantage, e. g. by optimizing logistics processes leading to cost reduction and by minimizing development disproportions of EU regions. The influence of market environment and existing trends causes that the analysis of a value chain and its network of connections as well as the course of processes should lead to a stage of selecting the most beneficial structures of this chain and the sequence of processes in this chain (Obłój, 1998, p. 215). As a consequence, logistics clusters including, for example, companies from freight-transportation-logistics (FTL) industry, will be looking for more effective ways of functioning. While examining the impact of logistics processes implemented in cluster initiatives on company’s financial results, it is necessary to determine the share of logistics costs in total costs and their impact on other areas of this company.

scholarly journals Knowledge Space Concept and Its Application for Servitizing Manufacturing Industry

2012 ◽  
Vol 05 (02) ◽  
pp. 187-195 ◽  
Author(s):  
H. M. Belal ◽  
Kunio Shirahada ◽  
Michitaka Kosaka
Keyword(s):  
Manufacturing Industry ◽  
Knowledge Space ◽  
Space Concept

ENTERPRISE KNOWLEDGE MODELLING: DOMAINS AND ASPECTS

2009 ◽  
Vol 15 (2) ◽  
pp. 281-293 ◽  
Author(s):  
Saulius Gudas
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Value Chain ◽  
Business Management ◽  
Chain Model ◽  
Knowledge Space ◽  
Knowledge Based ◽  
Knowledge Component ◽  
Management And Development ◽  
Analysis Of Knowledge

The paper presents the Knowledge‐based Enterprise framework aimed for the analysis of knowledge management and development of an Enterprise knowledge base. The approaches concerning the modelling of enterprise domains and aspects are presented and used for the development of the concept of Enterprise Knowledge Component. The Enterprise knowledge component (B, T, K) is defined as a composition of 3 obligatory parts: knowledge management methods (K), the knowledge about IT (T) services and tools, and business management knowledge (B). The formal modelling structure – the Enterprise Knowledge Space (B, T, K) is constructed for the refinement of the hierarchy of enterprise knowledge items. The Knowledge‐based Enterprise framework is represented as modified Value Chain Model including the knowledge management layer and IT component. The major knowledge subsets of the enterprise knowledge base are identified. Santrauka Pateiktas apibendrintas žiniomis grįstos veiklos modelis, skirtas žinių valdymui analizuoti ir kurti organizacijos (veiklos) žinių bazę. Aptarti veiklos domenų ir aspektų modeliavimo būdai, remiantis šia analize suformuluotas veiklos žinių komponento konceptas. Veiklos žinių komponentas (B, T, K) yra apibrėžtas kaip būtina trijų dalių visuma: žinių valdymo metodai (K), žinios apie IT paslaugas ir priemones (T) bei veiklos valdymo žinios (B). Sudaryta formali modeliavimo konstrukcija – organizacijos (veiklos) žinių erdvė (B, T, K), kuri atskleidžia veiklos žinių elementus. Apibendrintas žiniomis grįstos veiklos modelis pavaizduotas remiantis modifikuotos vertės grandinės modeliu, papildytu žinių valdymo sluoksniu ir IT komponentu. Identifikuoti pagrindiniai veiklos žinių bazės žinių poaibiai.

Development of fuzzy two-stage DEA model for competitive advantage based on RBV and strategic agility as a dynamic capability

2016 ◽  
Vol 11 (1) ◽  
pp. 288-308 ◽  
Author(s):  
Maryam Hemmati ◽  
Davood Feiz ◽  
Mohammad Reza Jalilvand ◽  
Iman Kholghi
Keyword(s):  
Competitive Advantage ◽  
Manufacturing Industry ◽  
Dynamic Capability ◽  
Data Envelopment Analysis Model ◽  
Manufacturing Companies ◽  
Firm Resources ◽  
Two Stage ◽  
Content Type ◽  
Strategic Agility ◽  
Constant Returns To Scale

Purpose – This paper aims to develop a framework for competitive advantage by systematic quantitative methodology based on resource-based view and dynamic capability theory. Strategic agility was used as a dynamic capability. Design/methodology/approach – Data were collected from a survey aimed at manufacturing companies from five manufacturing industry in Semnan, Iran. A total of 102 questionnaires were received from 13 companies using convenience sampling. Fuzzy two-stage data envelopment analysis model (DEA) was used to analyse the data collected. Findings – The results indicate that there is close internal relationship among firm resources, strategic agility and competitive advantage, and their inherent relationship makes constant returns to scale (CRS) scores closer to 1. In most of the companies, the second process which transforms strategic agility to competitive advantage is the main cause for unsatisfactory performance in gaining competitive advantage. Originality/value – The innovation of this paper is in its model and method. There is no research has been ever done on the relationship among firm resources, strategic agility and competitive advantage. Moreover, to obtain a competitive advantage structure, DEA technique was adopted which is a new approach in this area.

scholarly journals Redesign and upcycling – a solution for the competitiveness of small and medium-sized enterprises in the clothing industry

2018 ◽  
Vol 69 (01) ◽  
pp. 31-36 ◽  
Author(s):  
CUC SUNHILDE ◽  
TRIPA SIMONA
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Small And Medium Enterprises ◽  
New Product ◽  
Product Performance ◽  
Clothing Industry ◽  
A Value ◽  
Development Processes ◽  
Design Production ◽  
Medium Enterprises

The paper aims to open a new field of research applicable to small and medium enterprises in the clothing industry, namely, the focus on new product design by increasing the efficiency of fabric use and recycling and a value chain perspective that concentrates on downstream in the chain. The main objective of this paper is to present how small and medium-sized enterprises (SMEs) in the clothing industry can achieve a competitive advantage by using a sustainable approach. This study provides useful solutions for understanding the product development processes for fashion to rethink, reuse or upcycle the waste in the production stage. We propose a better connection between different links of the value chain: design, production, marketing to create fashion items so when possible, this waste to be used to make new products and highlights the advantages of implementing this solution. Sustainable production can be a way of gaining a competitive advantage. This strategy can be successful by integrating the vertical value chain by strengthening the creative department, fashion design, and involvement in marketing and sales. In the clothing industry, the strategy of integrating design and retail can lead to a more flexible design process and, therefore, to an increased product performance.

scholarly journals The Role of the Global Value Chain in Improving Trade and the Sustainable Competitive Advantage: Evidence From China’s Manufacturing Industry

2021 ◽  
Vol 9 ◽  
Author(s):  
Shi Deqiang ◽  
Chen Zhijun ◽  
Marzena Hajduk-Stelmachowicz ◽  
Abdul Razaque Larik ◽  
Muhammad Zahid Rafique
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Developing Economies ◽  
Partial Least Square ◽  
Sustainable Growth ◽  
Environmental Damage ◽  
Global Value Chain ◽  
Sustainable Competitive Advantage ◽  
Low Carbon ◽  
Manufacturing Companies

In the domain of globalization, the global value chain (GVC) is formed across diverse economies. Owing to the expansion of economic globalization and the resultant global trade liberalization, the geographical isolation of production and consumption has resulted in the transfer of polluting emissions from advanced economies to developing states. Developing economies, falling in the middle and low end of the GVC, have to strive hard to expand their production in the GVC, while simultaneously addressing the consequent environmental damage and attending to the core environmental concerns of sustainable growth, energy preservation and drastic cuts in CO2. This paper addresses how manufacturing subsidiaries can improve their low-carbon innovation ability and help to achieve a sustainable competitive advantage through the embedded GVC. Data were gathered employing interview and survey methods, 31 manufacturing companies and 56 enterprise groups across 16 Chinese provinces were selected as the case study. A partial least square structural equation modelling was adopted to analyse the responses. The results indicate that the embedded GVC significantly enhances low-carbon innovation capability and promotes a sustainable competitive advantage. This study proposes that companies should continuously identify high-quality resources from the GVC and discover ways of integrating internal and external carbon innovation resources to form innovation capabilities.

Basis for Competitive Advantage in the Different Application Domains

2018 ◽  
pp. 110-145
Author(s):  
Göran Roos
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Marine Macroalgae ◽  
Competitive Advantages ◽  
Operating Environment ◽  
A Company

A competitive advantage can be defined as a condition or circumstance that puts a company in a favorable or superior business position as compared to its competitors. Competitive advantages can be treated within the firm or grounded in an advantage existing in the firm's operating environment. In looking at South Australia's competitive advantage as it relates to the macroalgae value chain, we can see that it has a reputation of unpolluted costal land and waters that is ideal for the cultivation of marine macroalgae. This chapter explores that competitive advantage.

scholarly journals Risk of gelocalization of manufacturing industry in Czechia: Regional aspects

Geografie ◽  
2008 ◽  
Vol 113 (1) ◽  
pp. 1-19
Author(s):  
Jan Ženka
Keyword(s):  
Value Chain ◽  
Manufacturing Industry ◽  
Statistical Evaluation ◽  
Capital Intensity ◽  
Financial Indicators ◽  
Manufacturing Companies ◽  
International Relocation ◽  
High Level

This paper examines international relocation determinants of Czech manufacturing companies in order to estimate the probability of potential delocalizations. The research is based on statistical evaluation of "internal keep-factors" (particular company features strengthening the location inertia of manufacturing), which are divided into three main groups - capital intensity, complexity of value chain and business sophistication. Keep-factors, represented by six financial indicators, were examined on the company level. The sample covers 692 Czech manufacturing companies (foreign owned) with one hundred or more employees. The main goal is to identify regions threatened by delocalization, which is caused by high-level concentration of "footloose" companies.

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