scholarly journals Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance

2017 ◽  
Vol 10 (10) ◽  
pp. 209
Author(s):  
Supriyadi Supriyadi
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Company Performance ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resources And Capabilities ◽  
Sustainable Competitive Advantages ◽  
Positive Effect ◽  
Dominant Influence

The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with interview to manager and director with total number of responden 345 respondents and all hypothesis accepted and positive effect to this research. the conclusion of this reserach are : (1). resources affect sustainable competitive advantage; (2). dynamic capabilities affect sustainable competitive advantage; (3). resources affect the firm's performance; (4). dynamic capability affects the firm's performance; (5). sustainable competitive advantage affects the company's performance; (6). resources and dynamic capabilities together affect sustainable competitive advantage; (7). resources, dynamic capabilities and sustainable competitive advantages jointly affect the company's performance the effect of resource, dynamic capability and sustainable competitive advantage simultaneously on company performance is positive and significant, with sustainable competitive advantage variables having the most dominant influence on firm performance. this shows that positively improving the effectiveness of resources, dynamic capabilities and sustainable competitive advantage will result in improved corporate performance.

scholarly journals The challenges of creating sustainable competitive advantage in large B2B multidivisional corporations

2020 ◽  
Vol 12 ◽  
pp. 1188
Author(s):  
Isis Cassia Vannucci de Oliveira Koelle ◽  
Cristiane De Paula Bueno ◽  
Daniel Estima de Carvalho ◽  
Leandro Fraga Guimaraes
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Doing Business ◽  
Sustainable Competitive Advantages ◽  
The Way

It addresses the challenges that large multi-divisional B2B corporations face each day to take advantage of their corporate strategy and ensure sustainable competitive advantages. The synergies and interrelations that would give them such a position are not always simple to be achieved or even perceived by customers. The chosen approach was focused on B2B companies, because processes and communication tend to be more truncated, as they are usually more technical in the way of doing business. This can make the challenges of interrelation and synergy even greater.

The Role of Dynamic Capabilities as Influencers of Organizational Intelligence

2019 ◽  
pp. 138-149
Author(s):  
Gleison Lopes Fonseca ◽  
Pedro Fernandes Anunciação ◽  
Antonio Juan Briones Penalver
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Organizational Intelligence ◽  
Internal Resources ◽  
Dynamic Markets ◽  
Ultimate Objective ◽  
The Relationship

Dynamic markets have made it extremely difficult for firms to sustain their competitive advantages. Adapting with the reconfiguration of its internal resources has become essential for the survival of firms. In the midst of these changes in the market, the concepts of Dynamic Capability (DC) and Organizational Intelligence (OI) arise, theories that, despite their different approaches to the use of firms' resources, have as their ultimate objective the creation and maintenance of a sustainable competitive advantage. So, in order to better understand the influence of these theories on the activities of firms, this chapter approaches the relationship between both theories, analyzing their common points, and the way DC influence OI.

Exploring the Role of IS in Dynamic Capabilities

2010 ◽  
Vol 1 (2) ◽  
pp. 19-37 ◽  
Author(s):  
Stephen Duhan ◽  
Margi Levy ◽  
Philip Powell
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Recent Literature ◽  
Dynamic Capability ◽  
Sustainable Competitive Advantage ◽  
Capability Development ◽  
Over Time ◽  
Systemic View

Resource-based theory suggests that firms develop idiosyncratic capabilities that contribute to sustainable competitive advantage when they are valuable, rare, inimitable and non-substitutable. The successful use of information systems (IS) and information technology (IT) has been linked to improved firm performance. Recent literature suggests that a deeper understanding of what capability means in practice may be gained from a disaggregation into component competences and resources. A better understanding of the role of IS/IT in business level capability may be achieved through a fuller articulation, both of the capability itself, and the contribution of IS/IT, together with an evaluation of the effectiveness in delivering sustainable competitive advantage. A dynamic capabilities perspective explains the way firms adapt capabilities to changing market environments over time. This paper explores these propositions through an exploratory case study using a framework derived from a resource-based and systemic view of the firm. The analysis suggests a dynamic Capability Development Model through which the implications and potential for IS and IT over time may be understood. The paper addresses three issues. First, it offers a better articulation of what capability concepts mean in practice. Second, it takes a disaggregated understanding of capabilities, and third, it sheds light on the dynamics of capabilities.

Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

2013 ◽  
pp. 303-319
Author(s):  
Petra Schubert ◽  
Susan P. Williams ◽  
Ralf Woelfle
Keyword(s):  
Competitive Advantage ◽  
Research Data ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Systems Research ◽  
Information Systems Research ◽  
Sustainable Competitive Advantages

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.

Contribution of Knowledge Management Practices in Creating Sustainable Competitive Advantage for Business Schools in India

2010 ◽  
Vol 09 (04) ◽  
pp. 387-397 ◽  
Author(s):  
Pankaj Madan ◽  
Sheetal Khanka
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Business Schools ◽  
Business Environment ◽  
Service Industries ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Knowledge Management Practices ◽  
Sustainable Competitive Advantages

Land, labour, capital, raw materials, innovation, human resources, research and development have all been credited as sources of sustainable competitive advantage (SCA). Yet sources of sustainable competitive advantages continuously change, and transformations in the business environment cause shifts in the sources. A viable method to generate sustainable competitive advantages is knowledge management, and this study empirically links the concept of knowledge management to sustainable competitive advantage. The study investigates how knowledge management practices can be employed to improve strategic positioning and competitiveness in service industries, particularly business schools.

scholarly journals Using Sustainable Competitive Advantages to Measure Technological Opportunities

2013 ◽  
Vol 4 (3) ◽  
pp. 55-64 ◽  
Author(s):  
Josu Takala ◽  
Matti Muhos ◽  
Sara Tilabi ◽  
Mehmet Serif Tas ◽  
Bingli Yan
Keyword(s):  
Resource Allocation ◽  
Competitive Advantage ◽  
Critical Factor ◽  
Medium Size ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Risk Levels ◽  
Sustainable Competitive Advantages ◽  
Technological Opportunities

Abstract The goal of this paper is to help small and medium size enterprises (SMEs) to find operative competitive advantage. This paper introduces a new method which applies critical factor analysis, risk and opportunities analysis to measure and propose resource allocation for companies in couple of next years. this research shows Knowledge/Technology (K/T) Calculation effect on (Balanced) Critical Factor Index (CFIs) depending on the proportions allocated among the different technological levels (Basic, Core or Spearhead) for each attribute separately. Moreover it helps firms to take balance in resource allocation for each attribute in changing environments on the basis of different level of technology. This paper presents the ’first in the world’ case study on operative sustainable competitive advantage and corresponding risk levels by taking into account technology and knowledge effects for 7 SME companies

scholarly journals Role of Social and Technological Challenges in Achieving a Sustainable Competitive Advantage and Sustainable Business Performance

2019 ◽  
Vol 11 (14) ◽  
pp. 3811 ◽  
Author(s):  
Muhammad Haseeb ◽  
Hafezali Iqbal Hussain ◽  
Sebastian Kot ◽  
Armenia Androniceanu ◽  
Kittisak Jermsittiparsert
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Business Performance ◽  
Simple Random Sampling ◽  
Equation Modeling ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Sustainable Business ◽  
Sustainable Competitive Advantages ◽  
Managerial Staff

In the postmodern era of industrialization, sustainable business performance is vital for success in a competitive environment. In order to attain sustainable business performance, Malaysian Small and Medium-sized Enterprises (SMEs) are facing various social and technological challenges. The objective of this study was to examine the roles of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. To accomplish this objective, first-hand data were collected from Malaysian SMEs. Opinions of managerial staff of these SMEs were preferred regarding the roles of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. An email survey was carried out to collect data. A total of 500 questionnaires were distributed among managerial staff of SMEs. Questionnaires were distributed by using simple random sampling. By using structural equation modeling, findings of the study revealed that social and technological challenges played major roles in boosting sustainable competitive advantage and sustainable business performance. Moreover, strategic alignment was a key in reflecting the positive roles of social and technological factors on sustainable competitive advantage. Findings of the study are beneficial for practitioners and will allow their strategies to reflect sustainable competitive advantages and sustainable business performance.

Dynamic Capability and Coopetition

2022 ◽  
pp. 21-30
Author(s):  
Wlademir Leite Correia Filho ◽  
Daniel Knebel Baggio
Keyword(s):  
Competitive Advantage ◽  
Adaptive Capacity ◽  
Absorptive Capacity ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Competitive Advantages ◽  
Changing Environments ◽  
Business Opportunities ◽  
New Business ◽  
Collective Strategy

The COVID-19 pandemic accelerated changes in company management, valuing coopetition as a collective strategy by strengthening the dynamic capabilities defined by Teece et al. as the firm's ability to integrate, build, and reconfigure external and internal competencies in rapidly changing environments. The adaptive capacity will prepare the company for adversity; the absorptive capacity favors the acquisition, assimilation, transformation, and application of external knowledge to create and maintain competitive advantages, and the capacity to innovate allows the identification of new business opportunities. The research showed that for the studied group, the good use of the dynamic absorption and adaptation capacities present in coopetition strongly contributes to the development of innovation competences, thus achieving and sustaining competitive advantage.

Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage

2020 ◽  
Vol 22 (1) ◽  
pp. 121-130
Author(s):  
Firdaus Aditya Rizqi ◽  
Wahyu Nugroho
Keyword(s):  
Competitive Advantage ◽  
Cement Industry ◽  
Infrastructure Development ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Property Development ◽  
Resource Based View ◽  
Intangible Resources ◽  
Competitive Disadvantage ◽  
Sustainable Competitive Advantages

Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that will invest in the same field which causes competition among the cement industry players to increase. Facing this development, every company is required to be able to develop and evaluate competitiveness by utilizing existing resources to maintain a sustainable competitive advantage in industrial competition. One way to analyze a company's sustainable competitive advantage is to conduct a resource-based view analysis using the VRIO framework. The purpose of conducting a resource based view analysis is to find out whether resources are owned and managed, including in competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage. Based on the results of data analysis and discussion of the results of the study, it can be concluded that the resource-based strategy in supporting the achievement of sustainable competitive advantages in PT X is stated to have been proven. A resource-based strategy that includes financial, physical, organizational, technological, human, innovation and reputation resources described in the conclusion of this study is the result that PT X's resources are an important factor in sustainable competitive advantage.   Keywords: resources based strategy, sustainable competitive advantage, intangible resources, tangible resources, VRIO framework

scholarly journals Sustainable Competitive Advantages: An Exploratory Study of the Brazilian Cell Phone SectorHttp://Dx.Doi.Org/10.5585/Riae.V9i2.1674

2010 ◽  
Vol 9 (2) ◽  
pp. 143-167
Author(s):  
Rodolfo Borges Felipe ◽  
João Maurício Gama Boaventura ◽  
João Paulo Lara de Siqueira
Keyword(s):  
Competitive Advantage ◽  
Mobile Telephone ◽  
Second Step ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Strategic Actions ◽  
Competitive Edge ◽  
Rapid Changes ◽  
Sustainable Competitive Advantages ◽  
The Impact

In an environment of rapid changes one should seek definitions of what would be the strategic solutions adopted by organizations to ensure a competitive edge. This article is targeted to identify and verify the longevity of potential competitive advantages in Brazil’s mobile telephone sector through the analysis of the strategic actions taken by its operators between 2000 and 2008. Therefore, a two stage qualitative research with exploratory-descriptive features was adopted and carried out. The first stage saw the development of a theoretical framework based on the theory of competitive advantage. In the second step, the impact of strategic actions with the potential to become a competitive advantage in the four major mobile phone companies in the country was analyzed, and the examination of the sustainability of competitive advantages created from those actions was also undertaken. The study concluded that, although being a highly dynamic and competitive sector, there is evidence of the occurrence of a sustainable competitive advantage in the mobile telephone sector in Brazil.

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