scholarly journals Information Strategy as Enabler of Competitive Advantage

Economics ◽  
2015 ◽  
pp. 599-610 ◽  
Author(s):  
Neeta Baporikar

Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.

Author(s):  
Neeta Baporikar

Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.


Author(s):  
Bikem Türkeli ◽  
Alp Ariburnu ◽  
Özalp Vayvay

In a time of rapid revolutionary change, today organizations must innovate in ways that allow them to take advantage of change. Competitive business environments force companies to respond to all changes in the market. This response to that change brings innovation in processes. As a basis of all competitive advantages, innovation should be continuous and the only way to maintain this is having the right innovation strategy. In this study innovative strategies for logistics processes, which can be used practically in business environments, are mentioned. For each innovative strategy title tools that can be used to innovate operations are presented. By innovating logistics processes logistics providers can fulfill customer needs rapidly and increase their profit because of having a competitive advantage.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kaveesha Gihani Dewagoda ◽  
B.A.K.S. Perera ◽  
Sepani Senaratne

PurposeKnowledge is a critical asset that places contractor organisations at a competitive advantage when they take part in competitive tendering. However, a dearth of literature exists on the mechanisms that contractor organisations can adopt to utilise knowledge to gain competitive advantage and win tenders through competitive tendering.Design/methodology/approachThe study adopted an interpretive stance with a qualitative approach that comprised a literature review, 15 expert interviews and three case studies. The literature review and expert interview findings were used to develop an intermediate framework of knowledge value chain (KVC), while the case study findings were used to develop the final KVC framework with the intermediate framework as the basis.FindingsThe study developed, in three distinctive steps, a KVC framework based on Powell's (2001) KVC for use by the tendering divisions/units of contractor organisations employing quantity surveyors (QSs) to handle tendering work and to increase their chances of winning tenders.Originality/valueThe study developed a KVC framework for the use of contractor organisations to maximise their chances of winning tenders in the field of quantity surveying.


Author(s):  
Sunishtha Dhaka

Co-Creation has attracted serious research attention in the recent past. Purpose of this paper is to review co-creation research, classify research articles according to the two approaches, content and process and on the basis of methodologies used in the articles and find the gaps in the literature for better co-creation research. A total of 110 articles from 53 refereed journals are classified into six categories on the basis of content approach: Value co-creation, co-creation, customer engagement, co-innovation, co-destruction and customer network. Research methodologies were classified into conceptual, empirical, descriptive, exploratory and experimental approaches. This study finds lacking in co-creation evaluation and implementation as well as better facilitation of co-creation value chain and processes. This paper could be helpful for business managers as well as for the firms to understand co-creation efficiency and to regain the customer’s satisfaction, trust and loyalty to facilitate customers to innovate and enhance competitive advantage.


2020 ◽  
pp. 16-19
Author(s):  
Oleksandra ROZHENKO

The article deepens the theoretical and methodological foundations of strategic management of determining and achieving competitive advantages of the enterprise. To objectify the evaluation parameters of competitive advantages, a technique of competitive advantage analysis is proposed, which includes the following sequence of stages: determination of the basic strategy of enterprise development by the Thompson-Strickland model, determination of the competitive strategy of enterprise development by the Porter model, analysis of the competitive forces of the enterprise by the Porter model, systematization of components strategic potential of the enterprise according to the Borden-McCarry model; and determination of sustainable competitive advantage of the enterprise. According to the proposed method of analysis of competitive advantages of the enterprise, the following components of strategic potential are attributed to the directions of its strategic focus: product, price, promotion, place, people, process, physical environment. Most focus is on sustainable competitive advantage. According to the results of strategic analysis of a subsidiary's enterprise, its stable competitive advantage is formed. The method of analysis of competitive advantages of the enterprise is described. The essence of forming a focus strategy as a way of achieving competitive advantages of the enterprise is revealed. The disclosure of formation of competitive advantages of the investigated enterprise is improved. The technique of the analysis of competitive advantages of the enterprise through the mechanism of focusing on them is offered. The strategy of focusing the enterprise as a way to achieve its competitive advantages has been formed. The strategy of focusing of the conditional enterprise as a way of achieving its competitive advantages is formed. It is determined that the conditional enterprise has a strong competitive position and slow market growth. A competitive product focus strategy means leading the niche in the services provided, focusing all of the conditional enterprise's efforts on the quality of the services provided.


2015 ◽  
Vol 11 (3/4) ◽  
pp. 216-235 ◽  
Author(s):  
Peter J. Williamson

Purpose – The purpose of this paper is to re-assess both the nature and sources of the competitive advantages which multinationals expanding from home bases in emerging economies (EMNEs) may enjoy in the global market. Design/methodology/approach – The paper analyses the results of 12 concurrent studies undertaken by a group of experts who were asked to examine how strategies for innovation, international value chain configuration and foreign mergers and acquisitions contributed to the competitive advantages of multinationals emerging from Brazil, Russia, India and China (the BRICs), respectively. Findings – EMNEs do have competitive advantages that can underpin their expansion abroad, but these are mainly “non-traditional” advantages that have been built by finding innovative ways to leverage advantages of their home countries. EMNE’s internationalisation is as much about accessing new resources and knowledge to enable them to extend their competitive advantage, as it is a route to exploiting existing advantages over a larger set of markets. As a result, the global value chain structure of EMNEs tends to be fundamentally different from that chosen by incumbent multinationals. Research limitations/implications – The study is limited to EMNEs from the BRIC countries, but implications for EMNEs emerging from other countries are discussed. Originality/value – We bring to bear extensive data and a systematic approach to understanding the new breed of multinationals emerging from the BRIC countries; their sources of competitive advantage; and how they are using innovation, foreign investment and overseas acquisitions to transform global competition.


Author(s):  
Göran Roos

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.


Author(s):  
Наталія Анатоліївна Шмалій

The article seeks to explore the contemporary issues of meaningful content of a competitive advantage in achieving strategic goals. The study offers an attempt to provide a deeper understanding of competitive advantage origin and generation and suggests two patterns:  competitive advantage as an outcome of effective resource management and the performance efficiency (activity success) as an outcome of gaining a competitive advantage. The relationship between the organizational knowledge categories and enterprise strategy is presented. It is argued that innovative knowledge shapes a favourable environment for building competitive advantages. The literature review on modern approaches to building company competitive advantages has allowed identifying three main areas: market-based approach, resource-based approach and partnership-based approach. It is suggested to differentiate each of the above approaches to generating competitive advantages from the three basic perspectives: in terms of the source of competitive advantage, barriers to imitation of competitive advantages and from the position of the company strategic goals. A retrospective analysis of the meaningful content of a competitive advantage concept contributed to providing the author’s interpretation of this category with an emphasis on the relevance of its consideration within three projections – market position, unique resources / opportunities and partnership interaction with further focus on specific drivers of competitive advantages as an impetus for partnership collaboration in the business environment. Among the factors able to boost competitive advantages the study considers the following: innovative knowledge exchange possibilities and building the capacity to create additional resources / opportunities (tangible and intangible). A competitive advantage within the scope of this study is viewed as company's ability to respond quickly to market demands through the effective use of unique resources / opportunities (own and derived from partnerships in the current business environment) in order to most effectively meet the customer needs and expectations.


2021 ◽  
Vol 23 (2(79)) ◽  
pp. 63-75
Author(s):  
М.А. DEMIANCHUK ◽  
V.M. KOLOSOK ◽  
Yu.D. KOSTIUK

Topicality. Ukraine is a maritime power and has an advantageous geographical position due to its location at the intersection of international transport routes. Water transport is one of the spheres of economic activity that can ensure an increase in the level of competitiveness of Ukraine at the international level, especially in the context of the strengthening of integration processes in the world and European economic systems. However, little attention is paid to the argumentation at the subregional level of the unique competitive advantages of water transport and effective relationships between all stakeholders in this area. The analysis of the literature indicates a sufficient theoretical substantiation of various issues of providing water transport in Ukraine, but they need to be clarified taking into account the peculiarities of the present.Aim and tasks. The purpose of the article is to substantiate the scientific approach to achieving competitive advantages in the field of water transport by determining the empirical and theoretical foundations and competitive advantages of water transport in Ukraine in modern conditions of development.Research results. It has been established that various scientists distinguish three main approaches to understanding the concept of “competitive advantage”: comparative, resource and value-competence. However, taking into account the peculiarities of the activity and development of water transport, in order to study its competitive advantages, the author proposes to consider its competitive advantages from the standpoint of the created value, in particular: as a unique or prevailing property (excellent qualities or special properties that are of increased value for the consumer), as the success of administration (cost reduction for organizational and managerial success), as competence (collective knowledge for a unique implementation), as a value chain (created benefits of a diverse nature). Therefore, the competitive advantage of water transport should be understood as the exclusive value that the sphere possesses and which gives it advantages over competitive countries at the subregional level. Taking into account the scale and hierarchy of the origin of the competitive advantages of the studied area, it was determined that they are influenced by a number of factors, the main of which are the national development strategies of Ukraine, the level of competitiveness of water transport enterprises and the degree of integration of domestic water transport into the world space. On the basis of studies of the volumes of formation of the surplus value of the structural indicators of the GDP of the countries of the European Union, the need to increase the competitive advantages of the water transport of Ukraine, which should be significant, visible, stable, unique and profitable, is economically substantiated. By the nature of the factor of influence, the authors singled out the geographical, political, economic, organizational and managerial, material and technical, innovation and information, marketing, social, infrastructural competitive advantages of the water transport of Ukraine and indicated the indicators on which they exert the greatest influence.Conclusion. A scientific approach to achieving competitive advantages in the field of water transport in Ukraine has been substantiated, the main goal of which is to ensure a balanced attraction and use of water transport resources, taking into account national characteristics and the influence of the external environment. The groups of factors and competitive advantages of the water transport of Ukraine have been determined, the achievement of which depends on the possibility and ability of their management, the significance for the water transport sector and the country as a whole, the priority of the implementation of strategic and operational tasks. However, achieving them and keeping them at a high level will make it possible to withstand external factors.


2020 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Ismail Arifin ◽  
Bambang Soedijono ◽  
Asro Nasiri

Sebagai salah satu klinik penyedia layanan kesehatan, klinik Cahaya kesehatan yang berada di jalan tanggamus, Pinang Raya, Bengkulu Utara melayani rawat inap, berobat jalan, kondisi darurat, apotek serta laboratorium. Dalam hal ini tentunya ada klinik lain yang merupakan pesaing, diantaranya klinik Kencana dan klinik Citra Medika. Untuk bersaing dengan klinik tersebut, klinik Cahaya Kencana terus berusaha meningkatkan keunggulannya agar bisa unggul dari klinik pesaing. Keunggulan kompetitif tidak hanya ada di sektor sumber daya manusia, namun juga dari segi pemanfaatan TI/SI. Agar mendapat keunggulan kompetitif maka klinik Cahaya Kesehatan membutuhkan perencanaan strategis Sistem Informasi yang selaras dengan visi dan misi klinik. Upaya yang dilakukan untuk mencapai keunggulan kompetitif yaitu menggunakan metode Ward and Peppard dan analisis yang digunakan diantaranya analisis SWOT, PEST, Value Chain serta Mcfarlan Strategic Grid. Adapun hasil yang akan diperoleh dari penelitian ini yaitu rekomendasi rencana strategis Sistem Informasi pada klinik Cahaya Kesehatan yang sesuai dengan visi misi dan tujuan klinik. Kata Kunci — Rencana Strategis, Ward and Peppard, Klinik As one of the health service clinics, the Health Light Clinic located on Tanggamus Street, Pinang Raya, North Bengkulu serves inpatient, outpatient, emergency conditions, pharmacies and laboratories. At this clinic, there is another designated clinic, which can be seen at the clinic is the Kencana and Citra Medika clinics. To compete with these clinics, the Cahaya Kencana clinic continues to improve its excellence in order to excel from competitive clinics. Competitive advantages not only in the human resources sector, but also in terms of IT / SI utilization. In order to gain a competitive advantage, the Light Clinic requires an Information System strategic planning that is in line with the clinic's vision and mission. Efforts are made to achieve competitive advantage by using the Ward and Peppard methods to provide analysis that is used by SWOT, PEST, Value Chain and Mcfarlan Strategic Grid analysis. The results to be obtained from this study are the results of the strategic plan of the Information Systems at the Cahaya Kesehatan clinic in accordance with the vision and mission of the clinic. Keywords — Strategic Plan, Ward and Peppard, Clinic


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