Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 316-338
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

scholarly journals The Circular Economy

2019 ◽  
Vol 1 (1) ◽  
pp. 298-309 ◽  
Author(s):  
José G. Vargas-Hernández ◽  
Marlene De Jesús Morales Medrano
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Circular Economy ◽  
Social Impact ◽  
Point Of View ◽  
Economy Model ◽  
Operational Level ◽  
Resources And Capabilities ◽  
The Right

The purpose of this document is to analyze the Circular Economy (CE) model from the point of view of the resources and capacities of the organization. How is the application of the Circular Economy model related to Strategic Management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage, in other words, the application of the CE is related to Strategic Management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.

A Complex Responsive Process Approach to Strategic Management

2013 ◽  
pp. 39-51 ◽  
Author(s):  
Sharon E. Norris
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Competitive Strategies ◽  
Top Down ◽  
Performance Achievement ◽  
Strategic Behaviors ◽  
Complex Responsive Processes

Traditional strategic management focuses on securing organizational assets and maximizing resources through top-down leadership and the formation of competitive strategies to advance market position, meet performance objectives, and gain competitive advantage. Top-down bureaucratic paradigms are not well suited for gaining an edge in the knowledge economy, and in many cases, these strategic behaviors are counterproductive. There is a growing need for alternative ways of thinking about strategic management and human resource development. Complexity science provides a new framework for 21st century strategic management. The complex responsive processes approach to strategic management strengthens employee engagement, knowledge creation, and organizational learning, and it improves performance, achievement of long-term competitive advantage, and strengthens intellectual capital.

How to use the Evaluation of Suppliers to Develop the Supply System

2012 ◽  
pp. 253-268
Author(s):  
Emilio Esposito ◽  
Renato Passaro
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Empirical Evidence ◽  
Supply System ◽  
Strategic Decision ◽  
Management Tool ◽  
Supplier Evaluation ◽  
Competitive Position ◽  
Practical Usefulness ◽  
Managerial Implications

In recent decades several studies have highlighted that the competitive advantage of large customer firms arises significantly from their ability to achieve a successful supply system through the adoption of effective tools and methodologies for evaluating suppliers. Nevertheless it emerges that a gap exists between a growing number of applications and the scarce empirical evidence of the practical usefulness of such applications. The purpose of this chapter is to provide a contribution to bridging this gap through applying the Analytical Hierarchical Process (AHP) methodology suppliers’ evaluation. The evaluation tree of the AHP assures transparency and traceability, features that allow using it as a tool for strategic management of the supply system. The AHP evaluation tree provides relevant indications for the strategic decision that both customers and suppliers have to adopt to reinforce the supply system and their competitive position. Relevant issues arising from the application and managerial implications for both customer and suppliers are discussed. In particular, we underline how the AHP methodology is not only a tool for supplier evaluation but also a strategic management tool to develop the supply system.

Resource-Based Strategy for Knowledge Management

2011 ◽  
pp. 43-86
Author(s):  
Petter Gottschalk
Keyword(s):  
Economic Theory ◽  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Recent Work ◽  
Business Strategy ◽  
Theory Of The Firm ◽  
Resources And Capabilities ◽  
New Perspective ◽  
Internal Side

Business strategy has traditionally focused on products and services to gain competitive advantage. Recent work in the area of strategic management and economic theory has begun to focus on the internal side of the equation — the firm’s resources and capabilities. This new perspective is referred to as the resource-based theory of the firm.

Teaching Methods and Syllabus Design in Business Strategy Courses

2021 ◽  
pp. 1190-1206
Author(s):  
Yulia Aray ◽  
Olga Verkhovskaya ◽  
Tatiana Klemina
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Teaching Methods ◽  
Business Strategy ◽  
Management Education ◽  
Business Schools ◽  
External Environment ◽  
The World ◽  
Syllabus Design

The chapter focuses on a problem that business schools all over the world face and which is connected with the necessity to include concepts and instruments of strategic management valuable for the managers into the syllabi of the courses. It is necessary to define the requirements and expectations of the managers for the syllabus development and methods of studying. The purpose of the study is to determine the existing conformity of strategic management course syllabus and the Russian managers' perceptions of sources of competitive advantage. During the empirical study, a survey of the students of the EMBA program has been conducted. The results of the analysis indicate that managers link the sources of competitive advantage with better position of the company in the external environment that leads to greater interest in learning strategic tools which are appropriate for its detecting. The findings raise serious challenges for strategic management teaching and put into question the usefulness of proactive development of competences in strategic management education.

Ownership Preferences, Competitive Heterogeneity, and Family-Controlled Businesses

2006 ◽  
Vol 19 (2) ◽  
pp. 89-101 ◽  
Author(s):  
David G. Hoopes ◽  
Danny Miller
Keyword(s):  
Competitive Advantage ◽  
Ownership Structure ◽  
Ownership Concentration ◽  
Concentrated Ownership ◽  
Monitoring Costs ◽  
Resources And Capabilities

This article models ownership concentration, owner preferences, and competitive advantage. It argues that ownership structure and owner preferences can give rise to resources and capabilities that increase firm profits. The model is then used to explain how successful family-controlled businesses (FCBs) differ from firms with less concentrated ownership and less successful FCBs. Because of their ownership concentration and reduced monitoring costs, many FCBs will have a resource surplus. That surplus and the tendency toward long-term investment among some FCBs create unique competitive opportunities under conditions we specify.

scholarly journals Rock, Paper, Concrete...

10.28945/4865 ◽  
2021 ◽  
Vol 6 ◽  
pp. 001-019
Author(s):  
Chadwick Anast ◽  
Melissa Smith ◽  
Stacie Varney Varney ◽  
Michael M. McClendon II ◽  
Russell Nelson
Keyword(s):  
Competitive Advantage ◽  
Construction Technology ◽  
Competitive Position ◽  
Construction Company ◽  
The Past ◽  
Site Development ◽  
Dark Ages ◽  
The Right ◽  
Snowball Effect

MAVNS, a successful construction company, has been staying ahead of the innovation curve as it relates to construction technology and site development over the past few decades. However, stagnation in the evolution of its employee time keeping processes has created a snowball effect of other issues that are ultimately costing profitability and significant competitive advantage. Determining a way out of the "industrial dark ages" is critical for maintaining a competitive position and sustaining long term profits. How then, do they construct the right path forward?

Teaching Methods and Syllabus Design in Business Strategy Courses

2019 ◽  
pp. 163-184
Author(s):  
Yulia Aray ◽  
Olga Verkhovskaya ◽  
Tatiana Klemina
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Teaching Methods ◽  
Business Strategy ◽  
Management Education ◽  
Business Schools ◽  
External Environment ◽  
The World ◽  
Syllabus Design

The chapter focuses on a problem that business schools all over the world face and which is connected with the necessity to include concepts and instruments of strategic management valuable for the managers into the syllabi of the courses. It is necessary to define the requirements and expectations of the managers for the syllabus development and methods of studying. The purpose of the study is to determine the existing conformity of strategic management course syllabus and the Russian managers' perceptions of sources of competitive advantage. During the empirical study, a survey of the students of the EMBA program has been conducted. The results of the analysis indicate that managers link the sources of competitive advantage with better position of the company in the external environment that leads to greater interest in learning strategic tools which are appropriate for its detecting. The findings raise serious challenges for strategic management teaching and put into question the usefulness of proactive development of competences in strategic management education.

How Radical Transparency Can Turn the Brand Equity Into a Basis for Sustainable Competitive Advantage

2017 ◽  
pp. 90-112
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Brand Equity ◽  
Necessary Condition ◽  
Sustainable Competitive Advantage ◽  
Scientific Thought ◽  
Intangible Resources ◽  
External Threats ◽  
Logical Sequence ◽  
Resources And Capabilities

This chapter begins with the analysis of the question whether the real sources of sustainable competitive advantage derive from the strengthening of the companies' internal strengths and eliminating internal weaknesses or are they the result of a successful manipulation with the opportunities in the environment and the avoidance of external threats. Despite the efforts of many authors to summarize the first with the latter, modern scientific thought in the field of strategic management underlines the first variant. As a logical sequence, the analysis of the intangible resources of companies and their (im)mobility follows as a necessary condition for sustainable competitive advantage. The authors analyze the idea of the brand equity as a resource which summarizes all typical resources and capabilities of the company creating and maintaining the desired competitive advantage. Finally, the analysis of the brand equity through the prism of the VRIO model is a further proof for the brand equity role as a source of sustainable competitive advantage.

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