A Framework for Corporate Strategies and Modes of Development in a Changing Environment

2015 ◽  
pp. 57-84
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Growth Strategy ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Corporate Strategies ◽  
Sustained Competitive Advantage ◽  
Growth Modes ◽  
Organic Growth

This chapter focuses mainly on corporate growth strategies and growth modes. The main question is how to create and develop a sustainable competitive advantage for the whole company. The traditional strategic management approach is to consider two different levels of analysis: business and corporate strategy. In fact, both of them represent today the basis for obtaining sustained competitive advantage in particular in dynamic and turbulent markets. A firm competing in domestic and international contexts is often faced with making a choice between three corporate strategies: diversification, specialization, and vertical integration. One of the fundamental problems facing the process of strategy formulation in a company is that the number of potential strategic options is unlimited and in some cases extremely complex. This chapter considers that there are mainly three viable alternatives to implement a growth strategy: internal development (often called “organic growth”), external growth, and cooperation (alliances).

Online privacy as an integral component of strategy: allaying customer fears and building loyalty

2020 ◽  
Vol 41 (5) ◽  
pp. 47-56 ◽  
Author(s):  
Gajendra Liyanaarachchi
Keyword(s):  
Competitive Advantage ◽  
Privacy Protection ◽  
Corporate Strategy ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Qualitative Research Study ◽  
Customer Expectation ◽  
Competitive Disadvantage ◽  
The Relationship

Purpose This paper aims to demonstrate how building competency in privacy can be used to transform the corporate strategy to generate a sustainable competitive advantage. A novel framework is presented as a guide to redesigning strategy by striking a balance between customer expectation and organizational objectives. In doing so, the paper offers four possible outcomes of accommodation, accumulation, association and affiliation, providing illustrations to each scenario for strategy formulation. Design/methodology/approach The relationship between privacy paradox and corporate strategy was examined through a qualitative research study. The author conducted 30 in-depth interviews on grounded theory methodology investigating customer insights on the nature and extent of privacy protection associated with e-commerce and organizational approach. Findings The customers are dissatisfied with existing data security strategies adopted by firms in protecting privacy. The over-reliance on systems has negatively influenced the communication between the organization and customers, leading to a possible competitive disadvantage. The firms need to redesign privacy strategy shifting from a system-driven approach to providing personalized service. Originality/value This paper presents a novel framework the privacy strategy matrix (PSM), introducing privacy as a strategic expedient in transforming corporate strategy facilitating privacy protection as a metaphor for differentiation. PSM framework provides a standard to evaluate the effectiveness of the corporate strategy in managing privacy manifesting a path toward deriving a sustainable competitive advantage.

scholarly journals How Can Agricultural Corporate Build Sustainable Competitive Advantage through Green Intellectual Capital? A New Environmental Management Approach to Green Agriculture

2021 ◽  
Vol 18 (15) ◽  
pp. 7900
Author(s):  
Chulin Pan ◽  
Yufeng Jiang ◽  
Mingliang Wang ◽  
Shuang Xu ◽  
Ming Xu ◽  
...  
Keyword(s):  
Environmental Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Relational Model ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Green Innovation ◽  
Mediation Effects

Based on natural resource-based theory, this study constructed a relational model between green intellectual capital, green innovation, and an agricultural corporate sustainable competitive advantage. The samples included a total of 341 agricultural companies in China, and multiple regression methods are used for the analysis. The results showed that green product innovation and green process innovation had a mediation effect between green human capital, green structural capital, green relational capital, and the sustainable competitive advantage of agricultural corporate. Beyond the simple moderation effect, a new integrated moderated-mediation effect model was established. It was shown that environmental leadership, green organizational identification, and green dynamic capability had different moderated-mediation effects under different conditions. The study is expected to close the previous research gaps and insufficiency in agricultural corporate environmental management and green agricultural. The empirical results and conclusions bring enlightenment and meaningful theoretical guidance to managers, researchers, practitioners, and policy makers in the green and sustainable development of agricultural corporates. The new environmental management path can help agricultural corporates conduct green innovation effectively, adapt to the green agricultural products market, and achieve sustainable competitive advantage. Ultimately, this will help to accelerate the development of green agriculture.

Expert Systems, Knowledge Development and Utilization, and Sustained Competitive Advantage: A Resource-Based Model

1998 ◽  
Vol 24 (4) ◽  
pp. 489-509 ◽  
Author(s):  
Augustine A. Lado ◽  
Michael J. Zhang
Keyword(s):  
Expert Systems ◽  
Competitive Advantage ◽  
Organizational Knowledge ◽  
Knowledge Development ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Sustained Competitive Advantage ◽  
Organizational Competencies ◽  
Development And Utilization

In this paper, we propose a resource-based model to explain how expert systems generate sustained competitive advantage for a firm. Speciftcally, we analyze the extent to which expert systems (ESs) exhibit the attributes of value, rareness, imperfect imitability, and non substitutability associated with a rent-generating resource (e.g., Barney, 1991). Then, we discuss how expert systems yield sustainable competitive advantage through fostering organizational knowledge development and utilization. Finally, we examine the role of ESs in engenden’ng a reciprocal, mutually enhancing relationship with organizational competencies, leading to sustained competitive advantage. Propositions are ofleered to facilitate future research.

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 The Competitive Cohort: An Extension of Strategic Understanding

1970 ◽  
Vol 28 (2) ◽  
pp. 97-122
Author(s):  
Gerald Flint ◽  
David Van Fleet
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Strategic Group ◽  
Organizational Goals ◽  
Sustained Competitive Advantage

The use of referent others to establish the concept of competitive cohortsis presented as a way to extend the understanding of strategic decision making inorganizations. The competitive cohort concept does not replace other perspectivesof the firm, industry or strategic group definitions, strategy formulation, or decisionmaking, but rather, helps in understanding how organizational goals are establishedand performance is shaped and measured. The use of the competitive cohort conceptmay also give a new coherency in and view of the concepts of competitive advantageand sustained competitive advantage.

Marico – competing with an innovative business model

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Sumit Mitra ◽  
Ranjith V.K.
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Product Innovation ◽  
Business Models ◽  
Subject Area ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Innovative Company ◽  
Executive Mba

Subject area Strategic Management. Study level/applicability MBA, Executive MBA. Case overview This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage. Expected learning outcomes Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Linking Supply Chain Management and Food Security: A Concept of Building Sustainable Competitive Advantage of Agribusiness in Developing Economies

2020 ◽  
Vol 142 ◽  
pp. 06005
Author(s):  
Joni Murti Mulyo Aji
Keyword(s):  
Supply Chain ◽  
Food Security ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Security Policy ◽  
Developing Economies ◽  
Sustainable Competitive Advantage ◽  
Chain Management ◽  
Sustained Competitive Advantage ◽  
Post Harvesting

Theoretically, improved food security can be achieved through (a) increased availability – by extending staple food production area, higher productivity, good post harvesting practices; (b) enhanced access – as a result of more stable prices, improved farmer income, or even rural income; and (c) increased stability - through improved and sustained competitive advantage of the member firms, which eventually contribute to sustainable industry including in agriculture. Nonetheless, there has been a limited study linking the concept of food security and the necessity of managing competitive advantage of the agricultural supply chains. This paper links the theoretical foundations of supply chain management the concept of food security policy. Through a review of literature, a concept of how sustainable competitive advantage can be achieved through supply chain management, which in a development context, can improve food security by bringing together the concepts of food availability as well as improved people access to sufficient food is further explored.

E-Partnership Strategy and Structure

2011 ◽  
pp. 54-85
Author(s):  
Fang Zhao
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Worked Examples ◽  
Management Approach ◽  
Complex Nature ◽  
Management Skills ◽  
Strategy Formulation ◽  
Business Partnership ◽  
Management Perspective

Now that the Internet bubble has seemingly burst, the days are gone when anyone with Internet and IT knowledge can run a successful e-business. Like other businesses, e-business also needs strategic management skills and traditional business sense. This author argues that the success of e-business requires a well-defined and well-formulated e-partnering strategy. A good e-partnering strategy can make a significant impact on business operations, customer relations and competitive market position of an organization, if it is implemented and executed successfully. E-managers must be able to think forward and strategically. Business partnership, in whatever form, has gone from being a peripheral tool of management to a centerpiece of corporate strategy and competitive advantage over the past decade (Bamford, Gomes-Casseres, & Robinson, 2003). This chapter studies e-partnership from a strategic management perspective because e-partnership has become an important component of the strategy of many successful companies. From a strategic management perspective, e-partnerships should be strategic e-business alliances. Strategic management focuses on the process whereby managers develop and implement strategies for achieving strategic goals within existing conditions, in turn, helping organizations identify and achieve a competitive advantage. By resorting to a strategic management approach, this chapter helps in understanding the complex nature of e-partnering strategy formulation and implementation, which involves changes to existing business models and procedures. The chapter focuses on the strategy of e-partnering and its matching structures and delineates various worked examples of e-partnerships in today’s e-business world, thereby providing a practical guide to e-partnering strategy formation and implementation.

The Premium Industries Group Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-2
Author(s):  
Swapna Koshy
Keyword(s):  
Corporate Strategy ◽  
External Environment ◽  
Subject Area ◽  
Growth Strategy ◽  
First Year ◽  
Content Type ◽  
Corporate Strategies ◽  
Unrelated Diversification ◽  
Business And Management ◽  
Strategy Diversification

Subject area Corporate strategy, growth strategy, diversification, integration, and external environment. Study level/applicability First year undergraduate Business and Management. Case overview The Premium Industries Group, started in Dubai, in 1997 by entrepreneur extraordinaire George Martin, had grown exponentially in a decade into a conglomerate comprising 17 companies. The group had succeeded in capitalising the meteoric growth of Dubai. However, the change in the economic scenario prompted George to evaluate the company's past growth strategy and consider if it was appropriate for the future. Expected learning outcomes This case can be used to teach growth strategy, related and unrelated diversification, vertical and horizontal integration and impact of the external environment on corporate strategies. Supplementary materials A teaching note is available on request.

scholarly journals IMPLEMENTASI MODEL DIAMOND PORTER DALAM MEMBANGUN KEUNGGULAN BERSAING PADA KAWASAN AGROWISATA KEBUN BELIMBING NGRINGINREJO BOJONEGORO

2020 ◽  
Vol 4 (2) ◽  
pp. 108
Author(s):  
Ety Saraswati ◽  
Aleria Irma Hatneny ◽  
Andi Normala Dewi
Keyword(s):  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Building Capacity ◽  
Diamond Model ◽  
Generic Strategy ◽  
Government Involvement ◽  
The Difference ◽  
Focus Strategy ◽  
Generic Strategies

This study aims to examine the competitive advantage analysis through the Porter’s diamond model in Agrotourism Ngringinrejo Bojonegoro. The research method used is descriptive with qualitative approach. Data collection techniques are done by interview, observation and documentation. The results showed important determinant in the competitive advantage of Agrotourism Ngringinrejo Bojonegoro, in accordance with the diamond porter model, consist of factor conditions; demand conditions; firms structure, strategy and competition; related and supporting industries; and government roles. The difference of each determinant of competitive advantage has implications for sustainability advantages which based on four main dichotomies, consist of government involvement, ownership structure, market (which is entered by the industry), and expansion of other areas that are not controlled (urban sprawl). The generic strategy formulation that is suitable for Agrotourism Ngringinrejo is a focus strategy, by building capacity to carry out innovations and research beyond increasing agricultural productivity, as well as building artificial tourism facilities to support competitiveness.Keywords:  Tourism Competitive Advantage Models, Sustainable Competitive Advantage, Generic Strategies

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