Competitive Advantage

2015 ◽  
pp. 195-210
Keyword(s):  
Information Systems ◽  
Small Business ◽  
Competitive Advantage ◽  
Knowledge Acquisition ◽  
Customer Orientation ◽  
The Novel ◽  
Improve Performance ◽  
Internal Resources ◽  
External Knowledge ◽  
Management Knowledge

If a small business is going to survive it must be competitive. Internally, efficient operations will contribute to lower costs. A positive environment will allow employees to gain and apply the necessary skills. Management knowledge of information systems will provide leadership. Externally, the establishment of knowledge acquisition networks will facilitate the novel use of information systems. This chapter discusses how a strategy which integrates all of the small business resources, especially those related to information systems, will improve performance. An overall customer orientation applying internal resources and accessing external knowledge will contribute to competitive advantage.

Strategy

2015 ◽  
pp. 184-194
Keyword(s):  
Information Systems ◽  
Small Business ◽  
Learning Environment ◽  
Competitive Advantage ◽  
External Environment ◽  
Senior Management ◽  
Internal Environment ◽  
Improve Performance ◽  
Strategic Approach ◽  
Near Term

Small business tends not to take a strategic approach to planning and operations. The focus tends to be on efficient operations in the near term. Thus, it is incumbent upon senior management in a small business to take a longer term perspective to strategically address how to gain and sustain competitive advantage. This chapter discusses how the use of information systems will promote the necessary internal environment which, in turn, will facilitate responding to the external environment. The strategic use of information systems will lead to more sophisticated and formal processes. A learning environment will support creative initiatives where information systems will improve performance and contribute to competitive advantage.

Dynamic Capabilities and Innovation Radicalness

2012 ◽  
pp. 384-406
Author(s):  
Jorge Cruz-González ◽  
José Emilio Navas-López ◽  
Pedro López-Sáez ◽  
Miriam Delgado-Verde
Keyword(s):  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Acquisition ◽  
Current Literature ◽  
Dynamic Capabilities ◽  
Dynamic Environments ◽  
Organizational Capabilities ◽  
External Knowledge ◽  
Knowledge Exploration ◽  
External Knowledge Acquisition

The aim of the present chapter is to theoretically analyze the determinants of firm’s innovation radicalness (the degree of novelty incorporated in an innovation) from a dynamic capabilities-based view of competitive advantage. Nevertheless, due to the fact that dynamic capabilities’ concept suffers from certain terminological inconsistence and its components are not entirely clear in current literature, we first need to carry out an in depth review and analysis of this construct. Based on this review, we argue that dynamic capabilities arise from firm’s orientation to knowledge exploration that enables the generation of new organizational capabilities, and suggest external knowledge acquisition and internal knowledge combination as its key components. Taking into account this reasoning, we propose a theoretical model on dynamic capabilities deriving some relevant propositions considering innovation radicalness as its core output and the key element to compete in dynamic environments.

Theories for Investigations

2015 ◽  
pp. 109-135
Keyword(s):  
Information Systems ◽  
Small Business ◽  
Competitive Advantage ◽  
Technology Acceptance ◽  
New Technologies ◽  
Punctuated Equilibrium Theory ◽  
Business Transformation ◽  
Systems Research ◽  
Information Systems Research ◽  
Acceptance Model

While there are many theories about information systems and also about small business, there are few that relate to both topics. Some theories relate information systems to business in general, but not to small business specifically. Research in this area is becoming more rigorous. One helpful approach has been to map information systems research in small business onto the Stages Theory of Small business. Other research has employed Technology Acceptance Model (TAM) and Punctuated Equilibrium Theory. The result is the development of frameworks to facilitate investigations. These frameworks support the contention that new technologies may facilitate business transformation which, in turn, may improve performance and contribute to competitive advantage. This chapter presents general theories, including models and frameworks, about small business and investigations related to information systems. Then a series of overviews describe approaches to information systems and small business. These overviews are presented in more detail in subsequent chapters in this section of the book.

Pemodelan Enterprise Arsitektur Sistem Informasi Pemesanan Jasa Percetakan Menggunakan Kerangka TOGAF

2020 ◽  
Vol 4 (2) ◽  
pp. 18
Author(s):  
Bibit - Sudarsono ◽  
Umi - Faddillah
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Enterprise Modeling ◽  
Improve Performance ◽  
Business Opportunity ◽  
Service Information ◽  
Process Architecture ◽  
System Architecture Design ◽  
A Company

Printing service order information systems sometimes experience problems in completing running business processes including, frequent loss and inaccuracy in registering orders from customers, often also losing order data from customers, recording orders often experience errors, resulting inaccurate reporting of order data. A computerized ordering service information system will greatly help improve performance and accuracy in making reports on business processes running at a company. The existence of enterprise modeling of information systems ordering printing services with the TOGAF framework will be a method that greatly helps management make a decision that will synergize with the business process activities at the company. So that the objectives of the system can be achieved properly. The TOGAF framework can be a solution and will help to produce a system architecture design, a business process architecture, a technology architecture, a number of proposed business opportunity strategy proposals and an ongoing system change proposal.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. 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 3: Entrepreneurship.

Supply resource management: Salomon and his network of subcontractors in Romania

2017 ◽  
Vol 33 (2) ◽  
pp. 4-6
Author(s):  
Richard Calvi
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Competitive Advantage ◽  
Strategic Decisions ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
The One ◽  
Practical Implications

Purpose According to Christopher (2000), in a lot of sectors, the competition is a question of supply chain against supply chain. The winner in term of competitive advantage should be the one, who is able to obtain more than the competitor from the available resources. In strategic literature, Dyer and Singh (1998) are the first who introduced the concept of “relational competency” to explain why some companies gain their competitive advantage not directly from their internal resources but mainly because they are able better to combine external resources. Design/methodology/approach This paper is a case study. Findings The author describes the different phases and strategic decisions in the building of a real supplier eco-system. Research limitations/implications It is a sole case study. Practical implications This study is a description of a success story. Originality/value This study is a description of an external resource management in action.

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

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