Sustainable Competitive Advantage in Turbulent Business Environments using Critical Organizational Capabilities and Resources to Manage Complexity

2014 ◽  
pp. 98-117
Author(s):  
Yannis A. Pollalis
Keyword(s):  
Success Factors ◽  
Economies Of Scale ◽  
Organizational Capabilities ◽  
Strategy Development ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Business Environments ◽  
Critical Success ◽  
Long Run ◽  
External Forces

In today's turbulent economic conditions, some organizations are able to sustain their competitive positioning while others, with similar capital and technological resources, seem to struggle to survive. In addition, more and more firms seem to adopt strategies that focus primarily on their internal strengths, capabilities, and competencies, while others seem to depend more on external forces to shape their strategies, such as competition, economies of scale, and technological demands. In this chapter, the author argues that in unstable business environments the integration of internal and external perspectives of strategy formulation is necessary for a firm to sustain advantages for long. The proposed model presents four stages of corporate strategy development: Scouting, Maintenance, Dominance, and Appraisal. The chapter utilizes the concepts of Critical Success Factors (CSFs) and Critical Resources (CRs), describes its applicability by using two cases of companies that adopted similar long-run strategies, and finally offers implications for strategic management and planning practitioners.

Sustainable Competitive Advantage in Turbulent Business Environments Using Critical Organizational Capabilities and Resources to Manage Complexity

2018 ◽  
pp. 1374-1393
Author(s):  
Yannis A. Pollalis
Keyword(s):  
Success Factors ◽  
Economies Of Scale ◽  
Organizational Capabilities ◽  
Strategy Development ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Business Environments ◽  
Critical Success ◽  
Long Run ◽  
External Forces

In today's turbulent economic conditions, some organizations are able to sustain their competitive positioning while others, with similar capital and technological resources, seem to struggle to survive. In addition, more and more firms seem to adopt strategies that focus primarily on their internal strengths, capabilities, and competencies, while others seem to depend more on external forces to shape their strategies, such as competition, economies of scale, and technological demands. In this chapter, the author argues that in unstable business environments the integration of internal and external perspectives of strategy formulation is necessary for a firm to sustain advantages for long. The proposed model presents four stages of corporate strategy development: Scouting, Maintenance, Dominance, and Appraisal. The chapter utilizes the concepts of Critical Success Factors (CSFs) and Critical Resources (CRs), describes its applicability by using two cases of companies that adopted similar long-run strategies, and finally offers implications for strategic management and planning practitioners.

Web 2.0 and its Implications on Globally Competitive Business Model

2014 ◽  
pp. 86-101
Author(s):  
Sudhanshu Joshi
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Business Model ◽  
Success Factors ◽  
Business Models ◽  
Strategy Formulation ◽  
Firm Level ◽  
Critical Success ◽  
New Business ◽  
Internal Operations

Considering the impact of using social media, both internal and external implications for company operations are required to be explored. The chapter explores how social media is used to enable innovation practices in company internal operations as well as external stakeholders. In addition, the objective of the study is to evaluate the need and scope of Web 2.0 behind the restructuring of the business model, with major emphasis on implementing a user-centric business model. The research questions include: (a) What are the Critical Success Factors (CSF) responsible for attracting and engaging users in Web 2.0-oriented business processes and practices?; (b) Identifying the scope of effective Web 2.0-based strategies to overcome internal resistance at operational as well firm level during deployment of new business model. The chapter also discusses the influence of Web 2.0 concepts in the Web-strategy formulation for organizations with differing requirements, characteristics, and objectives. Considering four types of Web-based business models (Wirtz, 2010), namely (a) content-oriented business model, (b) commerce-oriented business model, (c) context-oriented business model, and (d) connection-oriented business model. The chapter defines the implementation of Web 2.0-based technological strategies in evolving the business model of the firm.

scholarly journals Critical success factors in ERP upgrade projects

2019 ◽  
Vol 119 (3) ◽  
pp. 656-675 ◽  
Author(s):  
Christian Barth ◽  
Stefan Koch
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Qualitative Interviews ◽  
Resource Planning ◽  
External Support ◽  
Content Type ◽  
Business Environments ◽  
Critical Success ◽  
Huge Impact

PurposeIn the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.Design/methodology/approachThe paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.FindingsThis paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.Originality/valueERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.

scholarly journals Knowledge Management in India : A Case Study of an Indian Bank

2009 ◽  
Vol 5 (1) ◽  
pp. 37-49 ◽  
Author(s):  
Chandana Goswami
Keyword(s):  
Knowledge Management ◽  
Exploratory Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Personal Observation ◽  
Business Studies ◽  
Critical Success ◽  
Long Run ◽  
Strategic Impact

Knowledge Management is among one of the buzzwords prevailing in the management circles. It is seen as a tool which can create a strategic impact. Theoretically knowledge management is seen to have the potential to influence many spheres of an organization. It is available in a variety of forms and to a large extent the hidden tacit knowledge can be codified and made explicit. It is believed that by sharing of knowledge, the organization will benefit in the long run. However the success of knowledge management lies in the role played by the organization, the developers and the users themselves. This paper makes an exploratory study about Knowledge Management in practice at ICICI (India) and tries to identify the critical success factors of Knowledge Management. A small survey was done among 31 employees of ICICI and based on their responses a factor analysis was carried out. This resulted in identification of the critical success factors. A personal observation of the system at work also makes attempt to understand whether Knowledge Management can fulfill some of the needs of the technical and professional workforce.Key words: Knowledge Management, India, ICICI, initiating, implementing, iacit, explicitThe Journal of Nepalese Business Studies Vol. V, No. 1, 2008, December Page: 37-49

scholarly journals Strategy Development of Community Base Tourism in Tidung Island, Jakarta

2018 ◽  
Vol 5 (4) ◽  
pp. 17
Author(s):  
Dhian Tyas Untari ◽  
Muhamad Syahiddin Syahiddin ◽  
Paryono Paryono
Keyword(s):  
Development Strategy ◽  
Success Factors ◽  
Tourism Development ◽  
Strategy Management ◽  
Provincial Government ◽  
Strategy Development ◽  
Development Programs ◽  
Strategy Formulation ◽  
Community Based ◽  
Tourism Governance

The aim of thus study is to establish a community-based tourism development strategy in Tidung Island. Researcher use Strategy Management matrix, In this research, tourist entrepreneurs and tourist as an observation unit and is determined as an analysis unit of the company that is the decision makers are very influential in the company itself, including related Human Resources, Finance, Production, and Marketing. Eigen Factor score is use ase the weighting input data from the results of questionnaires. From the questionnaire, a score is obtained from the average given by the respondents at each key success factors, where in the input process the researcher used IFAS / IFAS Matrix, and in the process of strategy formulation, the researcher used the recommendation from the Grand Matrix Strategy output. The results of the output recommendations, which will then be implemented in the development of community-based tourism on the island of Tidung. Based on the Grand Matrix Strategy chart seen that the outline of Tidung Island tourism into the weak category, where the quadrant Challenges and Weaknesses is much greater than the strength and opportunities. Thus the strategy that can be done is with; improve tourism governance by maximizing the function of tourism development programs of DKI Jakarta Province, encouraging the Provincial Government of DKI Jakarta to allocate funds and attention to alternative tourism such as marine tourism located in Kepulauan Seribu, maximizing Community Service Activities of Higher Education as a medium of knowladge community transfer Tidung Island, improving the mode of transportation and increasing the frequency of ship felling Jakarta - Pulau Tidung.

Data Warehousing and Analytics in Banking

2008 ◽  
pp. 1840-1854
Author(s):  
L. Venkat Narayanan
Keyword(s):  
Success Factors ◽  
Data Warehousing ◽  
Real Life ◽  
Successful Implementation ◽  
Sustainable Competitive Advantage ◽  
Critical Success ◽  
Emerging Trends ◽  
Implementation Methodology ◽  
The Right ◽  
Learning Points

Data Warehousing and Analytics represent one of the foremost technologies that can be used by banks to obtain sustainable competitive advantage. Adopting the right implementation methodology is critical to ensure successful implementation. Alternate implementation methodologies, typical challenges in implementation and critical success factors apart from real life case studies are discussed here, as learning points to aid in successful implementations. Future proofing implementations is critical to avoid rework and hence some key emerging trends have also been discussed.

The Adoption of a CRM Strategy Based on the Six-Dimensional Model

2022 ◽  
pp. 255-270
Author(s):  
José Duarte Santos ◽  
José Pita Castelo
Keyword(s):  
Best Practices ◽  
Human Resources ◽  
Critical Success Factors ◽  
Success Factors ◽  
Dimensional Model ◽  
Strategy Formulation ◽  
Relational Marketing ◽  
Critical Success ◽  
Definition Of ◽  
Crm Processes

If the definition of CRM is not consensual, the model for incorporating or analyzing the concept within an organization is also not. In this chapter, considering the ‘Six-Dimensional Model CRM Strategy', which integrates 65 critical success factors, the authors analyze how these manifest themselves in an organization. Thus, the case studied is presented and described following the six dimensions (CRM strategy formulation, relational marketing philosophy, best practices, organizational and human resources, CRM processes, CRM technology) and also synthesizes in a table how the company analyzed reacted to critical success factors.

CRITICAL SUCCESS FACTORS OF SIX-SIGMA IMPLEMENTATION: AN ANALYTIC HIERARCHY PROCESS BASED STUDY

2006 ◽  
Vol 03 (03) ◽  
pp. 303-319 ◽  
Author(s):  
TRITOS LAOSIRIHONGTHONG ◽  
SHAMS-UR RAHMAN ◽  
KHAMMEE SAYKHUN
Keyword(s):  
Analytic Hierarchy Process ◽  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Strategy Development ◽  
Bottom Line ◽  
Analytic Hierarchy ◽  
Critical Success ◽  
Priority Weights ◽  
Hierarchy Process

Six-Sigma is a well-established and one of the most recognized approaches in manufacturing strategy development. Companies who have adopted and successfully implemented such a methodology were found to be more innovative which led to increased customer satisfaction and an improved bottom line. The aim of this study is to identify factors for successful Six-Sigma implementation by using the Analytic Hierarchy Process (AHP). The study involves four phases, which include: (1) assessment of potential factors and performance measures in Six-Sigma implementation (2) development of the problem structure and building the AHP model (3) soliciting and compilation of opinion on preferences through expert interviews, and (4) determination of critical success factors. Twenty-one experts, consisting of three-project champions and eighteen-black belts from five multinational companies located in Thailand, were interviewed. Expert Choice® software was used to compute the normalized and unique priority weights. The results of the data analysis determined the relative importance of individual factors, and in turn identified the critical factors on which organizations should consolidate their efforts in the process of implementing Six-Sigma methodology.

Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development

2018 ◽  
Vol 16 (2) ◽  
pp. 337-359
Author(s):  
Helmut Wanivenhaus ◽  
Jure Kovač ◽  
Anja Žnidaršič ◽  
Igor Vrečko
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Soft Skills ◽  
Project Managers ◽  
The Public ◽  
Business Environments ◽  
Critical Success

Although research interest in project management is increasingly directed at analyzing development trends in different business environments, the public sector in this respect has received surprisingly little intention. This paper analyzes the perception of the relevance of particular project management critical success factors among project managers and other project stakeholders in the public sector with relatively high organizational project management maturity. The main focus of research is the city of Vienna and its construction projects. An extensive quantitative survey showed the changing perceptions of the key projects’ success factors—namely, strengthening the importance of developing soft skills and stakeholders’ management.

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