Science and Firm Strategy

2021 ◽  
Vol 2021 (1) ◽  
pp. 12682
Keyword(s):  
Firm Strategy

Human capital in the industrial districts

2001 ◽  
Vol 20 (4) ◽  
pp. 319-331
Author(s):  
F. Xavier Molina-Morales
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Conceptual Framework ◽  
Ceramic Tile ◽  
Firm Strategy ◽  
Active Role ◽  
Industrial Districts ◽  
Industrial District ◽  
Knowledge Based ◽  
Degree Of Control

This paper focuses on the creation of human capital in the industrial districts. I argue that the recent firm strategy perspectives may explain regional (district) differences. In this context human resources are critical to creation and dissemination of the knowledge-based resources. I further distinguish between the degree of control and ownership of resources and transferable and non-transferable human capital. Using this conceptual framework I analyze industrial district addressable non-transferable resources. This paper suggests that firms should take on a more active role in creating and exploiting local addressable human resources. The paper ends by describing an illustrative example: the Spanish ceramic tile industry.

scholarly journals Competitive Advantages of Shadow Banking Industry: An Analysis Using Porter Diamond Model

2015 ◽  
Vol 6 (2) ◽  
pp. 15 ◽  
Author(s):  
Arash Riasi
Keyword(s):  
Systemic Risk ◽  
Banking Industry ◽  
Banking System ◽  
Firm Strategy ◽  
The Other ◽  
Shadow Banking ◽  
Competitive Advantages ◽  
Diamond Model ◽  
Shadow Banking System ◽  
Global Financial System

<p>This paper tries to find out why shadow banking system has become so competitive in the global financial system and how it can be controlled. For this reason we use Porter’s diamond model to find the competitive advantages of shadow banking. Based on the results of this study it can be concluded that factor conditions, chance and government do not contribute to the competitiveness of shadow banking industry. On the other hand the results suggested that related and supporting industries, firm strategy, structure and rivalry, and demand conditions contribute to the competitiveness of shadow banking industry. It is important to regulate the activities of shadow banking industry in order to prevent this industry from creating systemic risk.</p>

scholarly journals Competitiveness of the Sugarcane Cluster in Goianesia-GO, Brazil

2016 ◽  
Vol 10 (11) ◽  
pp. 255
Author(s):  
Jhon Sebastian Castiblanco ◽  
Alcido Elenor Wander
Keyword(s):  
Research And Development ◽  
Competitive Advantage ◽  
Firm Strategy ◽  
Cane Sugar ◽  
Policy Makers ◽  
Adoption Of Technology ◽  
Physical Constraints ◽  
Key Factor ◽  
A Company

The present study aims to analyze the competitiveness of the chain of sugarcane cluster that is located in Goianesia (Goiás state, Brazil) and in nearby municipalities like Barro Alto, Santa Rita and Vila Propicio. It was used Michael Porter’s Diamond of Competitiveness, which lets to study the competitiveness of a company, cluster or country, by four factors: demand conditions, factor conditions, context for firm strategy and rivalry and related and supporting industries. To build the Diamond of Competitiveness was used secondary and primary information, where the latter was collected by interviewing the key actors inside and outside the Jalles Machado, central company of the cluster analyzed. In terms of results they were found several interesting aspects that affect (positively and negatively) competitiveness of the cluster. It was identified, for instance, how investment in research and development, as well as the adoption of technology, are key for the central company of the cluster to facing the physical constraints of the Goianesian soil, and how this contribute to the cluster competitiveness against other actors that are in better conditions. In addition, the cooperation between cluster’s stakeholders - which makes the central company and its partners identify together the cluster's weaknesses and work on a solution- was identified as a key factor in creating competitive advantage. The paper presents the factors that affect both positively and negatively the competitiveness of Goianésia’s cane sugar cluster, leaving available the necessary inputs for policy makers drawing strategies for improving the competitiveness of this cluster.

scholarly journals Role of Business Intelligence in Banking Sector for Achieving Competitive Advantage- An Empirical Analysis

2021 ◽  
Vol 19 (1) ◽  
Keyword(s):  
Competitive Advantage ◽  
Business Intelligence ◽  
Quantitative Research ◽  
Banking Sector ◽  
Statistical Tests ◽  
Firm Strategy ◽  
Middle Level ◽  
Mediating Role ◽  
The Impact

With recent advancements in information technology, organizations’ capability to acquire and analyze data for efficient decision making has increased. Good strategies promote alignment among processes and technology in use, which may result in better firm performance. However, there has been little focus on how firm strategies and business intelligence (BI) systems might play their part in forming organizational information and getting a competitive edge. Therefore, the purpose of conducting this study is to investigate the impact of firm strategy on firm competitive advantage with mediating role of BI adoption and moderating role of BI capabilities. For this, a quantitative research methodology was used, and data was collected from 300 middle-level managers in Pakistan's telecom sector. Statistical tests such as descriptive statistics, correlation, reliability analysis, one-way ANOVA, confirmatory factor analysis, and mediation analysis through Hayes process were performed using SPSS and AMOS. The findings revealed a positive link between firm strategy and competitive advantage, with business intelligence adoption serving as a mediating factor. Business intelligence capabilities positively moderate the relationship between BI adoption and competitive advantage. Hence, all proposed hypotheses (H1, H2, and H3) were approved. The contribution and Limitation of the study are also discussed.

scholarly journals Indirect capabilities and complex performance

2014 ◽  
Vol 34 (2) ◽  
pp. 150-173 ◽  
Author(s):  
Martin Spring ◽  
Luis Araujo
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Firm Strategy ◽  
Organizational Networks ◽  
Boundary Management ◽  
It Infrastructure ◽  
Content Type ◽  
Endogenous Innovation ◽  
Theoretical Paper ◽  
Extended Discussion

Purpose – The paper argues that indirect capabilities – the ability to access other organizations' capabilities – are an important and neglected part of firm strategy in procuring complex performance (PCP) settings, and that this is especially so if these settings are treated as genuinely complex, rather than merely complicated. Elements of indirect capabilities are identified. The paper aims to discuss these issues. Design/methodology/approach – This is a theoretical paper, drawing on complexity notions and Penrose's analysis of endogenous innovation to drive a disequilibrium-oriented discussion of the capabilities required by firms in a PCP setting. Findings – Six inter-related elements of indirect capabilities are proposed and discussed: IT infrastructure, boundary management practices, contracting, interface artefacts, valuing others' capabilities and relating direct to indirect capabilities. These are important in PCP settings and in other operations and supply settings characterised by complexity. Originality/value – This paper reconsiders the way complexity has been treated in the PCP literature and develops an extended discussion of the notion of indirect capabilities. It potentially provides the basis for an operations and supply strategy more attuned to the demands of shifting inter-organizational networks.

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