scholarly journals Organizational Culture & Competitive Advantage in ICT Industry in Sri Lanka

2020 ◽  
Vol 2 (1) ◽  
pp. 44
Author(s):  
T. S. S. Fernando ◽  
G. A. T. R. Perera
Keyword(s):  
Organizational Culture ◽  
Sri Lanka ◽  
Competitive Advantage ◽  
Ict Industry

Resources, capabilities and competitive advantage of minor export crops farms in Sri Lanka

2018 ◽  
Vol 28 (5) ◽  
pp. 478-502 ◽  
Author(s):  
Vilani Sachitra ◽  
Siong-Choy Chong
Keyword(s):  
Sri Lanka ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Relationship Building ◽  
Future Research ◽  
Content Type ◽  
Resources And Capabilities ◽  
Physical Assets ◽  
Export Crops

Purpose The agribusiness sector has long been acknowledged as a major source of livelihood to many people in developing countries. Hence, determining the resources and capabilities influencing farm-level competitive advantage are vital to better understand and formulate appropriate strategies to increase the competitiveness ofminor export crops farms. This study aims to understand of the link between resources-capabilities-competitive advantage for appropriate measures to be recommended to enhance the competitive position of the smallholding farms. Design/methodology/approach This study adopts the resource-based view in combination with dynamic capabilities. The scope comprises owners of farms who possess experience in commercial cultivation of minor export crops in Sri Lanka. A self-administrated structured questionnaire was used to collect data. Findings Based on the responses from 456 farm owners, results of the multiple regression analysis indicate that variables representing resources such as human assets, physical assets, financial assets, institutional capital, collective action and entrepreneurial identity; and dynamic capabilities such as organisational learning, relationship building, quality management and marketing are significantly associated with competitive advantage of the minor export crops farms. Reputation and farm process management capability are the only two insignificant variables. Taken together, the resources and dynamic capabilities investigated explain 89.3 per cent of the variation in competitive advantage, in which 82 per cent is contributed by resources. Originality/value The findings provide useful insights not only in terms of understanding the link between resources, dynamic capabilities and competitive advantage but also how resources and capabilities can be channelled and leveraged to bring about competitive advantage to the minor export crops farms. Theoretical and practical implications as well as future research directions are provided.

Green Organizational Culture: An Exploration of Dimensions

2021 ◽  
pp. 097215092110498
Author(s):  
Priyanka Aggarwal ◽  
Tanuja Agarwala
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Competitive Advantage ◽  
Environmental Sustainability ◽  
Structural Equation ◽  
Discriminant Validity ◽  
Questionnaire Development ◽  
Three Dimensions ◽  
Sustainable Competitive Advantage ◽  
The Impact

Awareness of environmental issues and stakeholder expectations has led organizations to be concerned about the impact of their products, processes and packaging on the natural environment. Environmental sustainability has become an essential tool for the competitive advantage of firms. Organizations need to bring about cultural transformation to sustain competitive advantage. This orientation has brought green organizational culture to centre stage as firms seek to institutionalize and incorporate environmental focus throughout the organization. The belief that integrating environmental concerns with organizational culture should result in sustainable competitive advantage mandates that firms measure the extent of ‘greening’ of the culture. Literature review reveals that ‘green organizational culture’ has begun to receive attention in recent years. However, a standardized and empirically validated instrument is not available for measuring the extent to which green values are internalized throughout the firm. The present study aims to fill this gap by developing a questionnaire to study green organizational culture (GOC). The model proposed by Harris and Crane (2002 , Journal of Organizational Change Management, vol. 15, pp. 214–234) is used as a basis for questionnaire development. A two-stage method of structural equation modelling in AMOS 23 is employed for data analysis. Exploratory factor analysis in SPSS reveals three dimensions of the construct measured by two items. Confirmatory factor analysis confirms the factor structure. The instrument satisfies the conditions of convergent and discriminant validity and the model fulfils the criteria for model fitness. Measurement of green organizational culture has important implications for creating and reinforcing greening through human resource policies and practices.

Applying Concepts and Frameworks in the Digital Economy in a Context of Convergence

2015 ◽  
pp. 212-245
Keyword(s):  
Competitive Advantage ◽  
Digital Economy ◽  
User Generated Content ◽  
Entertainment Industry ◽  
Sustainable Competitive Advantage ◽  
Traditional Media ◽  
The Media ◽  
Ict Industry ◽  
Relational Strategies ◽  
Ict Companies

This chapter provides an overview of some aspects of the convergence context and concepts presented in previous chapters. The media sector and the main characteristics of the entertainment industry are described. Several elements are underlined: access, user-generated content, and a higher number of physical supports and electronic platforms. Key trends and developments in ICT industry are explored and main aspects of convergence are described: definitions of convergence, industry impact of convergence, and implications for firms' strategies. Indeed, technological and industrial convergence made possible by digitalization has changed the strategy of ICT companies and has accelerated the erosion of the existing frontiers between the media industries leading to the emergence of new actors (web giants, technology enablers, telecommunications operators, etc.). These compete directly with the “traditional” media players. These ICT groups have adopted different relational strategies to strengthen their activities in the field of entertainment and to achieve a sustainable competitive advantage.

Organizational Behavior

2021 ◽  
pp. 2625-2637
Author(s):  
Rilla J. Hynes
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Competitive Advantage ◽  
Paradigm Shift ◽  
Leadership Behaviors ◽  
Positive Organizational Behavior ◽  
Organizational Policies ◽  
Policies And Procedures ◽  
Behavior Theories ◽  
Management And Leadership

As organizations adapt to the challenges of technology, an understanding of organizational behavior theories supports the development of new management and leadership behaviors. There has been a paradigm shift in management, calling for the use of positivity rather than negativity. This shift promotes positive organizational policies and procedures while maximizing resources. According to Bakker, negative approach-based terms influenced organizational culture undesirably, and Luthans and Avolio claim developing a positive organizational behavior framework is a source of an organization's competitive advantage. This article explores the evolving theories of organizational behavior addressing the challenges of technology and change, as well as placing the discussion within the context of seminal theories.

Why Hire Veterans?

2021 ◽  
pp. 30-56
Author(s):  
J. Michael Haynie
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Return On Investment ◽  
Military Veterans ◽  
Best Interest ◽  
Bottom Line ◽  
Civilian Workforce ◽  
Current Trends ◽  
Full Benefit

In order for employers to get the full benefit of hiring military veterans, they need to understand why it is in their best interest to employ and retain these individuals. This chapter presents and expands on the typical understanding of what it means to hire a veteran. It defines the skills and knowledge veterans bring to the organization along with the value associated with decisive efforts to integrate veterans into the civilian workforce. This chapter explores and outlines the subsequent impact of these decisions on a company’s organizational culture and competitive advantage in the marketplace (e.g., how veteran hiring contributes to the corporate bottom line by examining the return on investment of these decisions), looks at the current trends in the marketplace for veteran talent, provides suggestions on hiring veterans, and presents recommendations on how employers can advance the success of veterans in the workplace, including veterans with disabilities and injuries.

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