Explaining the Firm's De-Internationalization Process by Using Resource-Based View

2015 ◽  
pp. 407-419 ◽  
Author(s):  
Zeynep Sadikoglu
Keyword(s):  
Competitive Advantage ◽  
International Marketing ◽  
Superior Performance ◽  
Internationalization Process ◽  
Resource Based View ◽  
International Operation ◽  
Resources And Capabilities ◽  
Time Resource

The main purpose of this chapter is to analyze why some firms fail in their international operation either right after their exposure or after a certain period of time. Resource-Based View (RBV), which deals with firms' competitive advantage and their superior performance, is used to predict the underlying reasons of firms' failure of internationalization process. In international marketing, RBV basically states that the firm internationally expands its territory when it decides to exploit its resources and capabilities in other markets. This chapter extends RBV literature by applying it to de-internationalization process of the firm. It also provides a framework that shows the actions that need to be taken when firms are faced with a failure in their international operation.

Explaining the Firm's De-Internationalization Process by Using Resource-Based View

2018 ◽  
pp. 45-58
Author(s):  
Zeynep Sadikoglu
Keyword(s):  
Competitive Advantage ◽  
International Marketing ◽  
Superior Performance ◽  
Internationalization Process ◽  
Resource Based View ◽  
International Operation ◽  
Resources And Capabilities ◽  
Time Resource

The main purpose of this chapter is to analyze why some firms fail in their international operation either right after their exposure or after a certain period of time. Resource-Based View (RBV), which deals with firms' competitive advantage and their superior performance, is used to predict the underlying reasons of firms' failure of internationalization process. In international marketing, RBV basically states that the firm internationally expands its territory when it decides to exploit its resources and capabilities in other markets. This chapter extends RBV literature by applying it to de-internationalization process of the firm. It also provides a framework that shows the actions that need to be taken when firms are faced with a failure in their international operation.

OpenSocial

2010 ◽  
pp. 285-295
Author(s):  
Matthias Häsel
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Graph ◽  
Complementary Resources ◽  
Resources And Capabilities ◽  
Social Applications

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

scholarly journals Factors Inhibiting Effective Risk Management in Emerging Market SMEs

2021 ◽  
Vol 14 (6) ◽  
pp. 231
Author(s):  
Oscar Chakabva ◽  
Robertson Tengeh ◽  
Job Dubihlela
Keyword(s):  
South Africa ◽  
Risk Management ◽  
Competitive Advantage ◽  
Metropolitan Area ◽  
Management Practices ◽  
Positive Response ◽  
Emerging Market ◽  
Superior Performance ◽  
Anecdotal Evidence ◽  
Resource Based View

Despite the anecdotal evidence that suggests that SMEs adopt inadequate and ineffective risk management practices, only a few studies have been conducted on the topic in the emerging market context. Besides, the existing studies on factors inhibiting effective risk management in emerging market SMEs are devoid of any theoretical grounding. This situation implies that there is still a knowledge gap on this area, and this gap is what the current paper seeks to close. In closing out the gap, this paper used the Resource Based View theory to interpret the results obtained, in order to help clarify the factors inhibiting effective risk management in emerging market SMEs, with a case of South Africa being used. In a first step, questionnaires were distributed to a sample of 320 FMCG SMEs in the Cape Metropolitan area. The results revealed the significance of both intangible and tangible resources in positively impacting the effectiveness of risk management within SMEs. This led to the conclusion that owner-managers must pay particular attention to their intangible and tangible resource structure, which will impact the positive response towards superior performance and competitive advantage by focusing more on coalescing resources that lead to effective risk management.

Organisational Success

2015 ◽  
pp. 120-137
Author(s):  
Hee Song Ng ◽  
Daisy Mui Hung Kee
Keyword(s):  
Performance Indicators ◽  
Superior Performance ◽  
Significant Shift ◽  
Full Potential ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
The Face ◽  
Performance Drivers ◽  
Overall Performance ◽  
Resources And Capabilities

Organisational success has become the focus of a growing body of research in the field. In this chapter, the authors argue that although Key Performance Indicators (KPIs) are useful for tracking tangible performance drivers, KPIs cannot adequately measure intangible performance drivers. They suggest that Key Intangible Performance Indicators (KIPs) are often the essential characteristic that drives the success of organisations. Top management should incorporate both KPIs and KIPs into success strategy in order to generate a complete picture of the overall performance of organisations. Evidently, there is a significant shift of emphasis from measuring tangible to intangible performance measures. Drawing from the Resource-Based View (RBV), superior performance is attributed to superior resources, and this helps explain why organisations should unlock the full potential of tangible and intangible resources and capabilities in attaining sustainable competitive advantage. In the face of globalisation, organisations need to transform themselves to be highly competitive in order to stay ahead of competition and at the forefront of their industries. The development and application of KIPs will be a strategic move to provide further insights and an impetus for continual improvement. The authors fill a gap in the resource-based literature by identifying four critical KIPs that influence the success of organisations, and they are leadership, innovation, reputation, and employee satisfaction.

scholarly journals Peran Proses Pembelajaran Dalam Pengembangan Kapabilitas Manufaktur Skala Menengah Dan Besar Di Jawa Timur

2011 ◽  
Vol 4 (1) ◽  
Author(s):  
Lena Ellitan
Keyword(s):  
Competitive Advantage ◽  
Manufacturing Firms ◽  
Manufacturing Strategy ◽  
Resource Based View ◽  
Cross Training ◽  
Manufacturing Performance ◽  
Resources And Capabilities ◽  
External Learning

This study examines manufacturing capabilities from the perspective of resource-based view of the firm. It explores the role and capabilities in manufacturing firms that cannot be easily duplicated. Such resources and capabilities in manufacturing firms are formed by employees’ internal learning based on cross training and suggestion system, external learning from customer and suppliers, and proprietary processes and equipment developed by the firms. Based on data from 38 manufacturing firms in East Java, the paper empirically demonstrated that competitive advantage in manufacturing result from proprietary processes and equipment which, in turn, is driven by external and internal learning. In other words this study found that (1). Greater internal learning leads to more proprietary processes and equipment. (2) Greater internal learning leads to more proprietary processes and equipment (3). Greater proprietary process and equipment leads to higher competitive manufacturing performance. (4). The alignment between proprietary process and equipment and the manufacturing strategy leads to maximum competitive advantage.

Marketing innovation and sustainable competitive advantage of manufacturing SMEs in Ghana

2019 ◽  
Vol 57 (7) ◽  
pp. 1535-1553 ◽  
Author(s):  
Daniel Quaye ◽  
Isaac Mensah
Keyword(s):  
Competitive Advantage ◽  
Manufacturing Industries ◽  
Marketing Capabilities ◽  
Resource Based View ◽  
Content Type ◽  
Metal Fabrication ◽  
Furniture Manufacturing ◽  
Marketing Resources ◽  
Physical Resources ◽  
Resources And Capabilities

Purpose The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage. Design/methodology/approach This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings. Findings The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market. Practical implications SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature. Originality/value This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

scholarly journals Business Intelligence as a Source of Competitive Advantage in SMEs: A Systematic Review

2018 ◽  
Vol 2 ◽  
Author(s):  
Vincent English ◽  
Markus Hoffmann
Keyword(s):  
Competitive Advantage ◽  
Multinational Corporations ◽  
Business Intelligence ◽  
Big Data Analytics ◽  
Resource Based View ◽  
Sustained Competitive Advantage ◽  
Resources And Capabilities ◽  
Medium Enterprises ◽  
Cloud Applications ◽  
A Company

Competitive advantage is the ‘Holy Grail’ in strategic management theory. What makes a company more successful than its rivals has dominated scholarship in this area for more than 20 years. There have been two main theories proposed to attempt to identify the important resources and capabilities that configure to build competitive advantage; the Resource-based View and Dynamic Capability View. There is a growing literature stream in the area of Business Intelligence (BI) and Big Data Analytics with regard to both the computer technology and business management constructs. However, the literature is silent of the affordances of BI for Small to Medium Enterprises (SMEs), and so a significant gap in the literature remains. This discussion aims to signal the need to fill that gap and to build awareness of BI as a potentially significant contributor to sustained competitive advantage in SMEs underpinned by the iniquitousness of cloud applications previously the domain of Multinational Corporations.

Strategic Tacit Knowledge-Based Competitiveness

2018 ◽  
pp. 699-724
Author(s):  
Khaled Tamzini
Keyword(s):  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Academic Research ◽  
Empirical Method ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Knowledge Based ◽  
Internal Sources ◽  
And Performance

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

Strategic Tacit Knowledge-Based Competitiveness

2015 ◽  
pp. 140-163 ◽  
Author(s):  
Khaled Tamzini
Keyword(s):  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Academic Research ◽  
Empirical Method ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Knowledge Based ◽  
Internal Sources ◽  
And Performance

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

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