scholarly journals Competing with computers: An integrated approach to identifying areas of competitive advantage

1989 ◽  
Vol 20 (4) ◽  
pp. 174-177
Author(s):  
R. T. Watson ◽  
L. F. Pitt
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Case Studies ◽  
Process Model ◽  
Conceptual Models ◽  
Integrated Approach ◽  
Competitive Advantages

The potential for information systems technology (IST) to afford competitive advantages to organizations which exploit it effectively has been well documented. However, there has not been a great deal of work in the area of how managers can identify opportunities for the strategic use of IST. Three broad approaches have been outlined for the identification of these opportunities, namely brainstorming, case studies, and conceptual models. The authors present an overview of these approaches and then suggest their integration in a process model which should lead to synergy in strategy teams charged with the identification of strategic uses of IST.

Learning Organization and Competitive Advantage-An Integrated Approach

2015 ◽  
Vol 5 (4) ◽  
pp. 73-79
Author(s):  
Muhammad Farrukh ◽  
Abdul Waheed
Keyword(s):  
Competitive Advantage ◽  
Information Sharing ◽  
Learning Organization ◽  
Integrated Approach ◽  
Competitive Advantages ◽  
Facilitative Leadership ◽  
Major Purpose ◽  
Proposed Model ◽  
Self Development ◽  
Depth Study

The major purpose of this conceptual paper is to integrate the view points of different researchers about leaning organization and competitive advantage and then to develop a proposed model of Learning organization. After the in-depth study of literature we concluded that learning organization is an organization which learns through its members individually and collectively to create competitive advantages by developing a facilitative system through the process of self-development and information sharing by empowering the employees.. The paper also finds some critical factors which must be present in the organization to become a learning organization. These factors are Innovation, facilitative leadership, self-development, empowerment, and information sharing and collective collaboration. The paper tried to explain the similarities and differences among the previously available models of learning organization and proposed a new theoretical model for LO.

A Framework for Understanding the Complementary Roles of Information Systems and Knowledge Management Systems

2014 ◽  
Vol 4 (3) ◽  
pp. 39-55 ◽  
Author(s):  
Sana Bent Aboulkacem Guetat ◽  
Salem Ben Dhaou Dakhli
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Competitive Advantage ◽  
Critical Role ◽  
Integrated Approach ◽  
Scientific Discipline ◽  
Management Systems ◽  
Management Approach ◽  
Knowledge Management Systems ◽  
Sustainable Competitive Advantage

Knowledge is nowadays an essential resource for modern organizations to support sustainable competitive advantage. Many authors point out that as knowledge is created, disseminated, and applied, it contributes to value creation within organizations by enhancing their capabilities to respond to pressures from the external environment. To acknowledge the critical role of knowledge in modern organizations, knowledge management has emerged as a scientific discipline. However, the dominant view of knowledge management is technology-oriented and considers this activity primarily as an integrated approach to identifying, retrieving, capturing, storing and sharing organization's information assets. This mechanistic and technology-oriented view of knowledge management is the main cause of the failure of many knowledge management systems built within modern organizations. It is thought that the well-established technology oriented knowledge management approach has to be improved in order to facilitate building effective knowledge management systems which help modern organizations in their search of continuous and sustainable competitive advantage. This paper proposes a framework - based on the Popper's three worlds' theory - which helps understand the complementary roles of information systems and knowledge management systems.

scholarly journals Rencana Strategis Sistem Informasi Untuk Meningkatkan Keunggulan Dengan Ward And Peppard

2020 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Ismail Arifin ◽  
Bambang Soedijono ◽  
Asro Nasiri
Keyword(s):  
Information System ◽  
Information Systems ◽  
Strategic Planning ◽  
Health Service ◽  
Human Resources ◽  
Competitive Advantage ◽  
Value Chain ◽  
Strategic Plan ◽  
Competitive Advantages ◽  
Grid Analysis

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

Strategic Information Systems for Competitive Advantage

2001 ◽  
pp. 185-199
Author(s):  
Gareth Griffiths ◽  
Ray Hackney
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Large Scale ◽  
Practical Importance ◽  
Competitive Advantages ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
Sustained Competitive Advantage ◽  
Isolating Mechanisms

This chapter describes three critically important features for the planning, sustainability and implementation of strategic information systems (SIS). The literature identifies a consistent lack of success by organisations in achieving business benefits from their SIS investments and in particular the difficulties of obtaining a sustained competitive advantage over rivals. There appears to be little evidence that this record has improved as organisations increasingly rely on SIS to support their business strategy. The chapter focuses upon the need for appropriate SIS planning, the role of unique, causally ambiguous ‘isolating mechanisms’ in order to sustain SIS-derived competitive advantages and concludes by summarising the implementation factors deemed to be of real practical importance for the success of large-scale SIS projects based upon recent empirical research. The high failure rate of SIS applications in business is deemed to be largely of a managerial rather than a technical causation (Earl, 1989;Burn, 1993; Galliers et al., 1994;Barnett and Burgelman, 1996; Powell and Dent-Micallef 1997; Willcocks and Lester 1999; Watson et al., 2000). This chapter identifies and considers three components which are critical in this respect to enable an IT strategy fusion with the rest of the business (Papp, 1998).

scholarly journals Effects of the Decision-Making Process on the Competitive Advantage in Costs Obtained After Implementing Outsourcing

2021 ◽  
Vol 12 (5) ◽  
pp. 33
Author(s):  
Henrique de Castro Neves ◽  
Jose Carlos De Souza Colares ◽  
Joao Bosco Favero ◽  
Jean Carlo Silva Dos Santos ◽  
Rosangela Aparecida Da Silva
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Process Model ◽  
Negative Impact ◽  
Structured Interview ◽  
Research Strategy ◽  
Sufficient Evidence ◽  
Decision Making Process ◽  
Competitive Advantages ◽  
Operating Income

This article aims to answer how the decision process model used to adjudicate on the implementation of outsourcing in the company affected the competitive advantage in costs obtained by the organization after the implementation of subcontracting. Therefore, the financial results obtained by the company in the period from 2015 to 2019 were analysed in order to know if there were competitive advantages in costs arising from the decision to implement outsourcing. Studies were also carried out on the structure of the decision-making process adopted by the entity to identify the level of efficiency of this model in the implementation of outsourcing, and finally, the impacts generated on these advantages due to the degree of efficiency of the tool application were verified. The research strategy was qualitative and quantitative, with an exploratory bias, bibliographic survey and structured interview. A mathematical model was used based on 14 (fourteen) decision-making efficiency indicators, 4 (four) efficiency level classification indicators and 5 (five) classification criteria for performance. The results showed that there is sufficient evidence to conclude that the low level of efficiency in the decision-making structure contributed to the high financial impact on Company Alpha and, consequently, to the negative impact on competitiveness acquired through the implementation of outsourcing in this entity, which caused financial disadvantages represented by losses in operating income and reduction in profitability.

Industrial benchmarking for competitive advantage

1999 ◽  
Vol 18 (3-4) ◽  
pp. 287-296
Author(s):  
Bjørn Andersen
Keyword(s):  
Competitive Advantage ◽  
Process Model ◽  
Legal Aspects ◽  
Improvement Potential ◽  
Basic Understanding ◽  
Different Types

This paper deals with several different aspects of the concept of benchmarking in order to give the audience a basic understanding of what benchmarking is, how it is done, and what it can give in terms of improvement results. The main issues covered are definitions of benchmarking and explanations of the different types of benchmarking that exist and what implications these have, both in terms of improvement potential, difficulties, and suitability. Furthermore, ethical and legal aspects linked to benchmarking and the benchmarking wheel, a benchmarking process model explaining the phases and steps of the benchmarking study. A relatively large portion of the paper will be devoted to explaining how to carry out a benchmarking study and various pitfalls that might be encountered. The remainder of the paper will discuss the improvement results that companies that have used benchmarking actually have achieved. These range from phenomenal successes to downright failures, and the paper will explore conclusions derived from research on the topic.

The role of innovation in building competitive advantages: an empirical investigation

2018 ◽  
Vol 21 (1) ◽  
pp. 44-69 ◽  
Author(s):  
Prodromos Chatzoglou ◽  
Dimitrios Chatzoudes
Keyword(s):  
Competitive Advantage ◽  
Conceptual Framework ◽  
Empirical Investigation ◽  
Primary Data ◽  
Empirical Literature ◽  
Competitive Advantages ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact ◽  
Structured Questionnaire

Purpose Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before. Design/methodology/approach The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire). Findings Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research. Originality/value The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.

scholarly journals The effects of greening the supplier and innovation on environmental performance and competitive advantage

2013 ◽  
Vol 7 (1) ◽  
Author(s):  
Unine Van den Berg ◽  
Jean-Pierre Labuschagne ◽  
Hugo Van den Berg
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
Environmental Performance ◽  
Competitive Advantages ◽  
Latent Constructs ◽  
Confirmatory Factor ◽  
Environmental Goals ◽  
The City ◽  
Strength Of Association ◽  
Managerial Innovation

Companies in South Africa should realise the important influence of greening their suppliers and of innovation to achieve environmental goals and competitive advantages. In order to prove this, a questionnaire survey was conducted with 75 companies from 11 industries in the City of Johannesburg Metropolitan Municipality region, South Africa. A confirmatory factor analysis was done, followed by bivariate correlations to determine the strength of association between the latent constructs. Correlations between greening the supplier, innovation, environmental performance and competitive advantages were done. The research found that a green innovative process had a significant effect on environmental performance. Green managerial innovation further had a significant correlation with competitive advantage. The primary result of the study indicated that all the constructs positively related to each other, meaning that greening suppliers, by means of green innovation, leads to an enhanced environmental performance and to competitive advantages.

Negotiation and corporate strategy

2019 ◽  
Vol 35 (2) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Corporate Strategy ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Consistent Approach

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Negotiation is a key tool in delivering competitive advantage but requires a clear and consistent approach closely linked to organizational strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sign in / Sign up

Export Citation Format

Share Document