scholarly journals STRATEGIC RESOURCES AND CAPACITIES AS SOURCES OF COMPETITIVE ADVANTAGE IN THE CLUB START

2017 ◽  
Vol 15 (1) ◽  
Author(s):  
Vanessa de Campos Junges ◽  
Fábio Dal-Soto
Keyword(s):  
Competitive Advantage ◽  
Strategic Resources

scholarly journals Toward Enhancing Sustainable Competitive Advantage of Small and Medium Enterprises in Developing Economies of Africa: A Confirmatory Analysis

2019 ◽  
Vol 2 (2) ◽  
pp. 1-7
Author(s):  
Yakubu Salisu ◽  
Lily Julienti
Keyword(s):  
Competitive Advantage ◽  
Developing Economies ◽  
Small And Medium Enterprises ◽  
Reliability And Validity ◽  
Organizational Capabilities ◽  
Sustainable Competitive Advantage ◽  
Strategic Resources ◽  
Medium Enterprise ◽  
Strategic Capabilities ◽  
Medium Enterprises

The increasing globalization and liberalization of trade have posed onto manufacturing small and medium enterprise (SMEs) in developing economies of Africa a survival and growth challenges. Nevertheless, the resource-based-view (RBV) has given rise to a perspective that views a firm’s intangible assets as strategic resources with the potential to create and enhance sustainable competitive advantage in both local and global markets. Based on the peculiarity of SMEs in Africa, this paper develops and validate a conceptual model on the role of strategic organizational capabilities in improving the competitive advantage of SMEs for sustainable development in developing economies of Africa. Precisely, six variables were identified and reviewed as strategic capabilities. A total number of 81 valid questionnaires were retrieved from owners/managers of SMEs in Yobe state Nigeria and used to evaluate the reliability and validity of the adopted measures. The result of Cronbach’s Alpha test reveals a satisfactory value for all the variables under study. Specifically, innovation, learning, management, marketing, relational and technological capabilities have been established to be reliable strategic capabilities that would effectively and efficiently create and improve the sustainable competitive advantage of SMEs in developing economies.

Boosting Chinese imports

2019 ◽  
Vol 35 (4) ◽  
pp. 23-25
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Government Subsidies ◽  
Strategic Resources ◽  
Pertinent Information ◽  
Practical Implications

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 Government subsidies in China are aimed at boosting the import of strategic resources. Yet, they are not wholly beneficial, and so this brief looks at whether subsidies help gain competitive advantage. 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.

Knowledge Assets and Value Creation Dynamics

2011 ◽  
pp. 30-49
Author(s):  
Karim Moustaghfir ◽  
Giovanni Schiuma
Keyword(s):  
Competitive Advantage ◽  
Value Creation ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Knowledge Assets ◽  
Product Cycles ◽  
Continuous Innovation ◽  
Organisational Capabilities ◽  
Strategic Resources

Today’s business landscape is increasingly complex and turbulent, forcing firms to develop their capabilities in order to be able to face macro-forces such as globalization, hyper-competition, reduced product cycles and continuous innovation. In such a competitive scenario, firms have to identify and manage the crucial resources and sources for competitive advantage. The management literature has identified knowledge assets as critical drivers of performance and value creation. However, the understanding of how these strategic resources contribute to shape the organisational value creation dynamics still remains a concern to be fully disclosed. Especially the dynamic nature of knowledge assets and how they contribute to firm performance need to be clarified. This chapter, on the basis of a systematic literature review, aims to define a theoretical framework to explain how knowledge asset define the pillars to shape organisational capabilities and provide firms with a sustainable competitive advantage and long-term superior performance.

Enhancing Coopetition Among Small Tourism Destinations by Creativity

2017 ◽  
pp. 223-244 ◽  
Author(s):  
Francesco Redi
Keyword(s):  
Competitive Advantage ◽  
Cooperative Behavior ◽  
Competitive Advantages ◽  
Costs And Benefits ◽  
Effective Strategies ◽  
Strategic Resources ◽  
Tourism Destinations ◽  
Positive Impacts

This chapter addresses on coopetition among tourism destinations with a focus on small ones and investigates on existing experiences, elaborating on the benefits of combinations with creative strategies and actions. Small destinations can achieve competitive advantages and access to strategic resources by adopting a cooperative behavior that, as observed, has no borders both geographical and of contents. Creativity can enhance coopetitive strategies and, consequently, gives positive impacts and advantages to tourism destinations. This area of research can be enriched with more contributes to assess costs and benefits in order to allow an evaluation of results and the designing of effective strategies. When adopting a coopetition strategy among destinations, the author foresees positive impacts and the achievement of economies and synergies that allow the increasing of the competitive advantage.

scholarly journals How do small rural food-processing firms compete?A resource-based approach to competitive strategies

2004 ◽  
Vol 13 (Supplement) ◽  
Author(s):  
S. FORSMAN
Keyword(s):  
Competitive Advantage ◽  
Food Processing ◽  
Food Production ◽  
Small Firms ◽  
Small Scale ◽  
Strategic Choices ◽  
Competitive Strategies ◽  
Strategic Resources ◽  
Firm Success ◽  
Managerial Implications

The study was concerned with the competitive strategies of small food-processing firms in rural Finland and their ability to achieve and maintain a competitively advantaged position in relation to larger food companies in the dynamic and mature food market. Competitive strategies were approached from the resource-based view (RBV) that emphasises internal firm factors as sources of competitive advantage and long-term success. As strategic choices, differentiation was specifically considered. The main objective was to explain the relationships between resources, competitive advantage and firm success. To understand the ambiguous nature of the resources in the small-scale food production context, the study introduced a distinction between strategic resources and basic resources and the strategic relationship between them. The empirical part of the study was based on quantitative analyses of the survey data collected from 238 small (less than 20 persons), food-processing firms in rural Finland. The sample firms represented different branches of the food industry and 39% of them operated in connection with a farm. The linkage between resources, competitive advantage and firm success was investigated by means of cluster analysis, mean comparisons and LISREL modelling. The results demonstrated that there are some typical features relating to small-scale food production in Finland. The results also revealed that small-scale, rural food processing firms do not constitute a homogenous group of their own, but that different strategies among small firms can be identified as well. The analyses proved that a linkage between resources, competitive advantage and firm success can be identified, which is consistent with resource-based logic. However, according to the findings, following a particular strategy does not automatically ensure that a firm will achieve success. The analysis also showed that strategic resources and basic resources are strongly interlinked and that the relationship between basic resources and success was, however, considerably stronger than the link between strategic resources and success. The study concludes that resource deployment – in terms of both strategic resources and basic resources – should be balanced in order for a small food-processing firm to have the opportunity to establish a relatively favourable position in the market. Based on the results, theoretical, methodological and managerial implications are suggested and ideas for the further research are provided.;

scholarly journals Resources

Management ◽  
2020 ◽  
Author(s):  
Pek-Hooi Soh
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Sustainable Competitive Advantage ◽  
Performance Difference ◽  
Managerial Skills ◽  
Knowledge Based ◽  
Strategic Resources ◽  
Business Functions

Management scholars have long argued that firm performance difference can be driven by strategic resources inside a firm. Most resources in organizations are considered as input factors required to perform a firm’s business functions and operations efficiently. There are other resources such as brand capital and organizational knowledge that are produced from the usage of inputs. Resources are said to be strategically important when their use enables the firm to create economic rents, resulting in the firm’s competitive advantage that no current and potential competitors can achieve. Examples of strategic resources are managerial skills, specialized knowledge, and organizational routines such as human resource and supply chain practices. Strategic resources arising from within firms and across partnering firms can also be uniquely accessed, combined, and utilized in order to drive firm performance and growth. Most empirical studies have focused on understanding how firms develop and transform rent-generating resources into a form of firm-specific assets that enable them to exploit new opportunities and achieve sustainable competitive advantage. Research inquiries on strategic resources have also led to the development of several important conceptual perspectives, such as the resource-based view, dynamic capabilities, core competence, and the knowledge-based view. The respective conceptualization of these perspectives has sparked many debates and critiques among the perspectives about the assumptions of resources and associated value and the extent to which different perspectives contribute to the usefulness of explaining persistent firm performance difference and prescribing pragmatic approaches to management.

Global Strategy and Multinational Corporation Capabilities

2021 ◽  
Author(s):  
Donald R. Lessard ◽  
D. Eleanor Westney
Keyword(s):  
Competitive Advantage ◽  
Multinational Corporation ◽  
Home Country ◽  
Global Strategy ◽  
Strategic Decisions ◽  
Strategic Resources ◽  
Tangible Assets ◽  
Factors Of Production ◽  
National Boundaries

Strategy in a global setting involves competition in industries that extend across national boundaries and among firms with different national home bases that may tap into strategic resources in more than one location. The resources that the firm accesses from its home country provide it with international competitive advantage only if they are relevant in other markets, if the value they create is appropriable, and if they are transferable to those markets (RAT), These resources include tangible assets and factors of production, but, importantly, also the capabilities the firm develops. Similarly, the resources that it taps from other contexts provide it with further competitive advantage only if these resources are complementary to the firm’s existing resources, appropriable, and transferable to the locations where it can exploit them (CAT). These two sets of factors—RAT and CAT—provide a framework for international strategic decisions that emphasizes developing, acquiring, and transferring capabilities.

Enhancing Coopetition Among Small Tourism Destinations by Creativity

2019 ◽  
pp. 48-69
Author(s):  
Francesco Redi
Keyword(s):  
Competitive Advantage ◽  
Cooperative Behavior ◽  
Competitive Advantages ◽  
Costs And Benefits ◽  
Effective Strategies ◽  
Strategic Resources ◽  
Tourism Destinations ◽  
Positive Impacts

This chapter addresses on coopetition among tourism destinations with a focus on small ones and investigates on existing experiences, elaborating on the benefits of combinations with creative strategies and actions. Small destinations can achieve competitive advantages and access to strategic resources by adopting a cooperative behavior that, as observed, has no borders both geographical and of contents. Creativity can enhance coopetitive strategies and, consequently, gives positive impacts and advantages to tourism destinations. This area of research can be enriched with more contributes to assess costs and benefits in order to allow an evaluation of results and the designing of effective strategies. When adopting a coopetition strategy among destinations, the author foresees positive impacts and the achievement of economies and synergies that allow the increasing of the competitive advantage.

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