Creating Business Value and Competitive Advantage Through Glocalization

2019 ◽  
pp. 83-98
Author(s):  
Husam H. Alharahsheh ◽  
Abraham Pius
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Business Value ◽  
Foreign Markets ◽  
International Growth ◽  
Local Practices ◽  
Market Practices ◽  
Organizational Approach

Glocalization is considered as one of the main contributors to value creation and development as well as for competitive advantage enhancement on a global stage. Previous studies suggest that globalization indicates the co-presence of universal and local practices. Globalization is based on the phenomenon that products or services providers have further consideration and a sense of the locality needs and wants in foreign markets instead of the assumption that parent market practices can be applied in foreign markets. The term of glocalization is a combination of globalization and localization. This chapter provides an overview supported by a range of examples of how glocalization as an organizational approach to international growth and expansion can develop a business value and create a competitive advantage.

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

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

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 ◽  
Sustainable Competitive Advantage ◽  
Font Size ◽  
Alternative Work Arrangements ◽  
Work Arrangements ◽  
Alternative Work ◽  
The Relationship

<p class="MsoNormal" style="text-align: justify; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;"><span style="mso-bidi-font-size: 10.0pt; mso-bidi-font-weight: bold;">Organizations that successfully outsource may see better value-creation in creating a sustainable competitive advantage.<span style="mso-spacerun: yes;">&nbsp; </span>The objectives of this study were threefold:<span style="mso-spacerun: yes;">&nbsp; </span>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.<span style="mso-spacerun: yes;">&nbsp; </span></span><span style="mso-bidi-font-size: 10.0pt;">Our research shows that firms should take caution to fully understand the effects that contract size has on a firm&rsquo;s resources.<span style="mso-spacerun: yes;">&nbsp; </span><span style="mso-bidi-font-weight: bold;"></span></span></span></span></p>

scholarly journals Managing and Delivering Information Technology Value

2011 ◽  
Vol 2 (1) ◽  
pp. 72
Author(s):  
Yuliana Lisanti
Keyword(s):  
Information Technology ◽  
Value Creation ◽  
Business Strategy ◽  
Primary Objective ◽  
Business Value ◽  
It Strategy ◽  
Value Innovation ◽  
Capability Maturity ◽  
It Capability ◽  
It Organization

Investment Information Technology (IT) has always been a primary objective of the business which is expected to provide value to businesses through its role as a competitive advantage and the creation of innovation. However, it is ot easy to measure how much value is successfully created, or determine whether the IT strategy is aligned with business strategy, or find out if the IT organization has a strategy that focuses on creating business value. Innovation Value of Institute (IVI) introduces a new concept known as the IT Capability Maturity Framework (IT-CMF) which can help IT organizations to align the business vision with the IT vision so that IT strategy could focus on value creation . the IT-CMF implementation which begins with the assessment of the maturity of IT organization can provide an overall picture, so that organization can prioritize the development of appropriate IT investments to support the value creation for the overall business. 

scholarly journals Strategic Value Creation in a Supply Chain

2016 ◽  
pp. 186-204 ◽  
Author(s):  
Gowri Vijayan ◽  
Nitty Hirawaty Kamarulzaman ◽  
Aroop Mukherjee ◽  
Selvakkumar K. N. Vaiappuri
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Value Creation ◽  
Value Chain ◽  
Sustainable Supply Chain ◽  
Value Chain Analysis ◽  
Horizontal Integration ◽  
Analysis Model ◽  
Supply Chain Strategy ◽  
Strategic Value

This chapter is designed to give the readers a concise understanding of supply chain strategies and the process involved in its formation. It is a background study on the changing role of supply chain in gaining competitive advantage for the firm. The chapter discusses on traceability and integration along a supply chain, its inception and the advantages to the corporate world through its implementation. The chapter focuses on the topic of value creation in a supply chain through strategic management decisions like vertical and horizontal integration. The value chain analysis model for competitive advantage is covered in this chapter. A discussion on the differences between vertical and horizontal integration systems and the best strategic decision among them is provided. The concepts of sustainable supply chain integration, traceability, and the limitations to their implementation have also been discussed. The best examples on practitioners of supply chain strategy and integration are provided along the chapter.

Knowledge Management - An Enabler for SNAME & Naval Architects

2014 ◽  
Author(s):  
Nicholas Parkyn
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Value Creation ◽  
Value Proposition ◽  
Engineering Process ◽  
The Core ◽  
Key Factor ◽  
Knowledge Structuring ◽  
Naval Architect

Introduction A Knowledge Management System is a valuable tool for the Naval Architect or Marine Professional. It plays an important role in transforming the data to information and information to knowledge which is known as the transformation lifecycle. Knowledge Management is a key factor for creating value and competitive advantage. A common approach to knowledge structuring facilitates the sharing of knowledge and collaboration with others, based on knowledge sharing, which increases the value proposition of organizations like the SNAME. “The transformation of information into knowledge is a critical one, lying at the core of value creation and competitive advantage” – Stewart 2001 Positioning Knowledge Management can be applied in many different ways related to the specific requirements of organizations, societies, companies and individuals. National Shipbuilding Research Program (NSRP) has done extensive work in the area of Knowledge Aware Engineering to enable: - Active Delivery Relevant Knowledge - Cultivation of Technical Memory - Enablement of Engineering Decision Support - Integration into the Engineering Process - Supports for standards, heuristics and best practices.

Organizational Assimilation Capacity and IT Business Value

2011 ◽  
pp. 2929-2933
Author(s):  
Vincenzo Morabito ◽  
Gianluigi Viscusi
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Large Scale ◽  
Top Management Teams ◽  
Business Value ◽  
Organizational Assimilation ◽  
It Business Value ◽  
Business Executives ◽  
Is Integration ◽  
Assimilation Capacity

IT business value represents important outcomes in firms (Banker & Kauffman, 2004; Gable, Darshana, & Chan, 2003; Ravichandran & Chalermsak Lertwongsatien, 2005) whereas information systems (IS) integration represents a relevant amount of the IT spending. Notwithstanding, while most firms are making major investments in information technology, particularly in information systems integration (e.g., ERP and data warehouse solutions), not all of them apply IT effectively in their business activities (Brynjolfsson, McAfee, Zhu, & Sorell, 2006; Dehning & Stratopoulos, 2003; Jason, Vijay, & Kenneth, 2003) obtaining IT business value and organizational competitive advantage. This research is based on an integrative model of IT business value, aiming to evaluate the mediating effect of an “IT organizational assimilation capacity” between IS integration and organization competitive advantage. Taking into account the theoretical premises that IT business value is generated by the exploitation of both IT and organizational resources, we develop a research model and propose two research hypotheses. The model and the related hypotheses are based on a large-scale sample survey (Francalanci & Morabito, 2006). The responses were obtained from 466 CIOs and senior business executives, who were members of the firms’ top management teams in Italian companies.

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