Global Psychological Capital and Sustainable Competitive Advantage

Leadership Positions ◽

Firm Innovation ◽

Psychological States ◽

Business Sustainability ◽

Management Positions ◽

The Relationship ◽

Future Business

The ability to envision future business opportunities, make adequate preparations, take decisive decisions, and influence other stakeholders towards attainment of set objectives is essential for those in leadership positions. This chapter examines the relationship between global psychological capital and business sustainability. A literature review was conducted on the link between global psychological capital and business sustainability. This study revealed that global psychological capital and firm's innovation are important factors determining the position of a corporation in any industry. An update of global mindsets and positive psychological states of those in management positions will determine the ability to lead workforce creativity and drive firm innovation, thereby culminating into sustainable competitive advantage.

PSYCHOLOGICAL CAPITAL FOR COMPETITIVE ADVANTAGE: A REVIEW

Administrative Development 'A Journal of HIPA, Shimla' ◽

10.53338/adhipa2021.v08.si01.17 ◽

2021 ◽

Vol 8 (SI-1) ◽

pp. 297-312

Author(s):

Mridul . ◽

Aditi Sharma

Keyword(s):

Competitive Advantage ◽

Organizational Climate ◽

Psychological Capital ◽

Positive Leadership ◽

Individual Level ◽

Long Run ◽

Innovative Behaviour ◽

Increased competition among businesses demands adequate attention towards steps which would ensure business survival in long run. Businesses must build on their strengths which in turn depend upon their employee’s strengths. One of such strengths is employee’s positive Psychological Capital which comprises of self-efficacy, optimism, hope and resilience. Employee’s Psychological Capital has been linked to key driver of sustainable competitive advantage in today’s business scenario that is innovation. This review focuses upon studies determining the relationship between Psychological Capital and innovation. The review suggests that Psychological capital is a significant predictor of innovation among employees working in various sectors. Positive leadership styles such as Authentic, transformational leadership etc. and favourable organizational climate are found to foster Psychological Capital among employees. Although at individual level there are studies linking Psychological Capital with innovative behaviour, but less number of studies have examined the role of team or collective Psychological Capital in predicting overall innovation within the organizations.

Distrust And Dominance In Managing Alternative Work Arrangements: A Micro-Analytic Test Of Transaction Cost Theory

Journal of Applied Business Research (JABR) ◽

10.19030/jabr.v22i3.1422 ◽

2011 ◽

Vol 22 (3) ◽

Author(s):

Terry R. Adler ◽

Gabriel D. Isaacs ◽

Robert L. Steiner

Keyword(s):

Competitive Advantage ◽

Transaction Cost ◽

Value Creation ◽

Transaction Cost Theory ◽

Font Size ◽

Alternative Work Arrangements ◽

Work Arrangements ◽

Alternative Work ◽

Organizations that successfully outsource may see better value-creation in creating a sustainable competitive advantage.  The objectives of this study were threefold:  a) provide a framework for studying the effects of perceived distrust that leads to dominance, b) analyze how opportunism parlays into the concept of dominance, and c) determine if the relationship between outsource partners varies by analyzing transaction characteristics.  Our research shows that firms should take caution to fully understand the effects that contract size has on a firm’s resources.

The mediating effect of knowledge exploitability and organizational agility on the relationship between marketing adaptation strategy and sustainable competitive advantage

Contaduría y Administración ◽

10.22201/fca.24488410e.2020.2393 ◽

2019 ◽

Vol 66 (1) ◽

pp. 231

Author(s):

Lutfi Nurcholis

Keyword(s):

Competitive Advantage ◽

Adaptation Strategy ◽

Mediating Effect ◽

Organizational Agility ◽

Handbook of Research on Human Resources Strategies for the New Millennial Workforce - Advances in Human Resources Management and Organizational Development ◽

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

10.4018/978-1-5225-0948-6.ch008 ◽

2017 ◽

pp. 148-176 ◽

Cited By ~ 7

Author(s):

Kijpokin Kasemsap

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Competitive Advantage ◽

Organizational Performance ◽

Essential Role ◽

Organizational Goals ◽

This chapter describes the concepts of job satisfaction and organizational commitment; the relationship between job satisfaction and organizational commitment; the significance of job satisfaction in the global workplace; and the significance of organizational commitment in the global workplace. Job satisfaction is important from the perspective of maintaining appropriate employees within the organization. Organizational commitment plays an essential role in determining whether employees will stay with the organization and enthusiastically work toward organizational goals. Retention of employees is one of the most significant outcomes of organizational commitment. The chapter argues that encouraging job satisfaction and organizational commitment has the potential to increase organizational performance and gain sustainable competitive advantage in the global workplace.

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

Journal of Business Strategy ◽

10.1108/jbs-09-2019-0183 ◽

2020 ◽

Vol 41 (5) ◽

pp. 47-56 ◽

Cited By ~ 2

Author(s):

Gajendra Liyanaarachchi

Keyword(s):

Competitive Advantage ◽

Privacy Protection ◽

Corporate Strategy ◽

Strategy Formulation ◽

Content Type ◽

Qualitative Research Study ◽

Customer Expectation ◽

Competitive Disadvantage ◽

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.

Human Resource Strategic to Maintain Waste Management in Organization

International Journal of Engineering & Technology ◽

10.14419/ijet.v7i3.20.18993 ◽

2018 ◽

Vol 7 (3.20) ◽

pp. 119

Author(s):

Fadillah Ismail ◽

Ainul Mardhiyah Nor Aziz ◽

Wan Md. Syukri Wan Mohamad Ali ◽

Halimah Mohd Yusof

Keyword(s):

Resource Management ◽

Waste Management ◽

Human Resource Management ◽

Strategic Management ◽

Competitive Advantage ◽

Human Resource ◽

Strategic Human Resource Management ◽

Professional Conduct ◽

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.

Positive Psychological Capital as a Source of Sustainable Competitive Advantage for Organizations

Journal of Construction Engineering and Management ◽

10.1061/(asce)co.1943-7862.0000135 ◽

2010 ◽

Vol 136 (3) ◽

pp. 341-352 ◽

Cited By ~ 30

Author(s):

Shamas-ur-Rehman Toor ◽

George Ofori

Keyword(s):

Competitive Advantage ◽

Psychological Capital ◽

Positive Psychological Capital

Effect of internal R&D activities to the accumulation of organizational technical knowledge with the mediation role of absorptive capacity to establish the innovation capability of electronic industries

MATEC Web of Conferences ◽

10.1051/matecconf/201815401059 ◽

2018 ◽

Vol 154 ◽

pp. 01059 ◽

Cited By ~ 2

Author(s):

Bambang Purwanggono ◽

Yohana Aeria Damyana

Keyword(s):

Knowledge Management ◽

Competitive Advantage ◽

Absorptive Capacity ◽

Innovation Process ◽

Electronics Industry ◽

Technical Knowledge ◽

Innovation Capability ◽

Innovation is a strategy for the electronics industry to create a sustainable competitive advantage, in the midst of a rapidly changing environment with all its complexity. Seven AT program as an effort for PT. Hartono Istana Teknologi (Polytron) into enterprise knowledge, will accelerate the innovation process, combined with good organizational technical knowledge management. Organizational technical knowledge will be instrumental in innovation capabilities properly if there is an internal R & D activities that support and absorptive capacity as a mediator. This study reviewed the organizational technical knowledge influence to innovation capability, the influence of R & D activities to organizational technical knowledge, as well as the role of absorptive capacity as a mediator. The study was conducted by distributing questionnaires to 130 employees of PT. Hartono Istana Teknologi. Data processing was conducted using SEM. The results showed that the absorptive capacity mediate the relationship between R & D activities and organizational technical knowledge by 51%, and organizational technical knowledge affect innovation capabilities by 64%.

Technological Innovation and Strategic Leadership Axis on Competitive Advantage of Telecommunication Enterprises

International Journal of Business and Management ◽

10.5539/ijbm.v16n9p48 ◽

2021 ◽

Vol 16 (9) ◽

pp. 48

Author(s):

erpetua S. Wanaswa ◽

Zachary B. Awino ◽

Martin Ogutu ◽

Joseph Owino

Keyword(s):

Competitive Advantage ◽

Technological Innovation ◽

Management Practice ◽

Added Value ◽

Policy Framework ◽

Strategic Leadership ◽

Telecommunication Industry ◽

The study conceptualized a relationship between technological innovation and strategic leadership on competitive advantage. Technological innovation has been posited to influence performance competitive advantage however; this position has been largely tautological and hence required more empirical testing. Although implied, the role of strategic leadership in the relationship between technological innovation and competitive advantage has been largely lacking. The study, therefore, specifically sought to determine the moderating role of strategic leadership on the relationship between technological innovation and competitive advantage of large telecommunication enterprises (LTEs) in Kenya. Significant transformations have been evident in Kenya’s telecommunication industry for the last two decades, which has resulted in intense competition, and technological innovation has become the new face of competition among these firms. The target population comprised all 83 large telecommunication enterprises in Kenya and census was used. Both descriptive and inferential statistics were employed in data analysis. Strategic leadership was found to have a positive and significant influence on the relationship between technological innovation and competitive advantage. It is deduced from the findings that strategic leadership would affect the strength of the relationship between technological innovation and competitive advantage. This can be attributed to the importance of organizational leadership’s role as decision makers and key enablers of technological innovation among large telecommunication enterprises. The study presented notable implications on the policy framework, the strategic management practice, and theory implications in the telecommunication industry and beyond. At policy level, the Government of Kenya would benefit from the study by ensuring that policy makers and regulatory authorities in the telecommunication sector formulate policies that would promote technological innovation and strategic leadership for enhancing competitive advantage. Managerial practitioners may consider institutionalizing innovation and leadership by creating the requisite direction and controls that enable the emergence of innovation and value creation for sustainable competitive advantage. The study findings’ implications further extended, supported, and added value on the theories adopted by the study.

Repositioning sales as an influence on innovation and a source of sustainable competitive advantage

Proceedings of the International Conference on Business Excellence ◽

10.2478/picbe-2019-0043 ◽

2019 ◽

Vol 13 (1) ◽

pp. 492-504

Author(s):

Ovidiu-Iulian Bunea

Keyword(s):

Competitive Advantage ◽

Small Firms ◽

Innovation Process ◽

Relevant Information ◽

Negative Influence ◽

Marketing Innovation ◽

Innovation Activities ◽

Time Period ◽

Abstract The main purpose of this paper was to analyze the relationship between the company’s sales activity, innovation and competitive advantage using a representative sample of firms analyzed in dynamics in 2014-2018 time period. Scientific literature on the determinants of innovation has shown that large firms are more likely to innovate when compared to small firms and that innovation inputs significantly increase innovation output. The types of innovation to which this work refers are process, product, organizational and marketing innovation. Thus, looking at the history and evolution of companies, in terms of financial statement and, more specifically, sales, we can reveal relevant information about their innovation activities and potential sustainable competitive advantage emerging from innovation. Sales can be considered input into the innovation process through the information gathered from customers, thus contributing to the innovation process. For example, when it comes to launching a new product or improving the existing one, sales feedback could be of great help because the salesperson has the ability to collect important customer feedback such as: what are the issues with the present product, what could be improved and how etc. So, we ask: Does sales contribute to the innovation process and gaining sustainable competitive advantage? If so, what happens with the degree of innovation according to the volume of sales, the size of the company, the number of employees? To highlight the relationship between sales, innovation and competitive advantage, and to estimate the predictability of the model, multiple linear regression was used. Thus, the analysis has shown that sales activity positively and significantly influences innovation when it comes to the information that sales can make available, contributing in some cases as a source of sustainable competitive advantage. Research also identified a significant but negative influence between sales, innovation and sustainable competitive advantage when we talk about sales in terms of their volume.