scholarly journals The Mediating Influence of Employee Behaviour on the Relationship Between Strategic Planning and Competitive Advantage of Large Manufacturing Firms in Kenya

2019 ◽  
Keyword(s):  
Strategic Planning ◽  
Competitive Advantage ◽  
Manufacturing Firms ◽  
The Relationship

scholarly journals Does Organizational Structure Moderate the Relationship between Strategic Planning and Competitive Advantage? A Study of Large Manufacturing Firms in Kenya

2019 ◽  
Vol 14 (5) ◽  
pp. 141
Author(s):  
Jackson K. Maingi ◽  
Zachary B. Awino ◽  
Peter O. KObonyo ◽  
Ganesh P. Pokhariyal
Keyword(s):  
Strategic Planning ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Survey Design ◽  
Organization Structure ◽  
Manufacturing Firms ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
The Relationship

Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. The debate on what causes differences in competitive advantage is still on. This study sought to establish the moderating effect of organizational structure on the relationship between strategic planning and competitive advantage of large manufacturing firms in Kenya. The study was underpinned by the competitive advantage typology of Michael Porter, the resource-based theory, dynamic capabilities theory, and the contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. This was a census study from 124 large manufacturing firms in Kenya and data was collected from 122 of the firms representing a response rate of 98.4%. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that organizational structure partially moderates the relationship between strategic planning and competitive advantage. The study recommended that once the strategy of the firm has been changed, an organization structure that fits the needs of the new strategy should be put in place. This is because in the absence of an organization structure that fits the needs of the firm, it will be difficult for the firm to achieve and sustain a position of competitive advantage.

scholarly journals The Role of Employee Behaviour and Organizational Structure in the Relationship Between Strategic Planning and Competitive Advantage of Large Manufacturing Firms in Kenya

2019 ◽  
Vol 10 (3) ◽  
pp. 1
Author(s):  
Jackson K. Maingi ◽  
Zachary B. Awino ◽  
Peter O. K’Obonyo ◽  
Ganesh P. Pokhariyal
Keyword(s):  
Strategic Planning ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Moderating Effect ◽  
Cross Sectional Survey ◽  
Design Data ◽  
Cross Sectional ◽  
The Relationship

Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. This study sought to advance knowledge and was based on the premise that strategic planning influences competitive advantage both directly and also indirectly by way of the mediating influence of employee behaviour and the moderating effect of organizational structure. The study was underpinned by the competitive advantage typology/theory, the resource-based theory, dynamic capabilities theory, goal-setting theory and contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. Data collected from 122 large manufacturing firms was analyzed using both descriptive and inferential statistics. Hypotheses were tested using both simple and multivariate regression analysis as well as hierarchical analysis for mediating and moderating effects. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that employee behaviour completely mediates the relationship between strategic planning and competitive advantage while organizational structure has a partial moderating effect between strategic planning and competitive advantage. In addition, the joint influence of employee behaviour and organizational structure is different from the influence of individual variables on the relationship between strategic planning and competitive advantage. The outcomes from this research lend support to previous enquiries and support all the theories used to underpin the study.

From corporate social responsibility activities to financial performance: role of innovation and competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahnoor Zahid ◽  
Hina Naeem ◽  
Iqra Aftab ◽  
Sajawal Ali Mughal
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this study is to scrutinize the effect of corporate social responsibility activities (CSRA) of the firm on its financial performance (FP) and analyze the mediating role of innovation and competitive advantage (CA) in the relationship between CSRA and FP in the manufacturing sector of an emerging country, i.e. Pakistan. Design/methodology/approach Data has been collected through an electronic structured questionnaire from 300 middle-level and top-level managers by surveying different manufacturing firms of Gujranwala, Pakistan. The study’s hypotheses have been checked by analyzing the reliability and validity of data and applying confirmatory factor analysis and structural equation modeling through statistical package for the social sciences and analysis of moment structures. Findings Outcomes of this study supported the hypothesized model. It has been found that the CSRA plays a significant positive role in determining the FP of the firm. Furthermore, the CA and innovation have been proved as significant mediators between CSRA and FP. Originality/value The first time examining the intermediation of innovation and CA in the relationship between CSRA and FP is the primary input of this study to the literature. Practically, this study’s findings will help strategy makers of manufacturing firms in emerging countries develop better strategies for implementing CSRA, enhancing innovation, seeking CA and improving FP.

scholarly journals Green Intellectual Capital and Firm Competitive Advantage: Evidence from Malaysian Manufacturing Firms

2019 ◽  
pp. 463-471
Author(s):  
Naimah Ahmad Yahya ◽  
Roshayani Arshad ◽  
Amrizah Kamaluddin ◽  
Rahayu Abdul Rahman
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Manufacturing Firms ◽  
Relational Capital ◽  
Organizational Capital ◽  
Green Innovation ◽  
Four Dimensions ◽  
The Impact ◽  
The Relationship ◽  
Innovation Capital

The purpose of this study is to investigate the relationship between green intellectual capital and firms’ competitive advantage in Malaysia. More specifically this study examines the impact of four dimensions of green intellectual capital; green human capital, green innovation capital, green organisational capital and green relational capital on firms’ competitive advantage. Using survey as a method to collect data from 224 managers of manufacturing firms in Malaysia, the result shows that green intellectual capital and its dimensions, specifically the green innovation capital, green organizational capital and green relational capital have significant and positive relationship with firms’ competitive advantage. Overall, the findings highlight the importance of green intellectual capital as a valuable business resource which in turn enhances firm performance and competitiveness.

scholarly journals THE ROLE OF STRATEGIC LEADERSHIP IN STIMULATING TOURISM IN JORDAN

2020 ◽  
Vol 32 (4) ◽  
pp. 1384-1387
Author(s):  
Mohammad Shabib KHASAWNEH ◽  
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Hypothesis Test ◽  
Strategic Leadership ◽  
Main Hypothesis ◽  
Strategic Approach ◽  
Tourism Sector ◽  
The Relationship

The study aimed to uncover the relationship between adopting the strategic leadership approach and enhancing the competitive advantage of the tourism sector in Jordan. To meet this goal, the viewpoint of a sample of (20) people who have extensive exp erience in the field of strategic planning and strategic management was surveyed. The results of the main hypothesis test showed a positive correlatio n between adopting the strategic leadership approach and enhancing the competitiveness of the Jordanian tourism sector.The study re commended the necessity of training leaders in the Ministry of Tourism on the strategic approach and the necessity of adopting strategic pl anning as a basic option to enhance the competitiveness of tourism in Jordan.

scholarly journals THE EFFECT OF COSTLY–TO-IMITATE CAPABILITIES ON SUSTAINED COMPETITIVE ADVANTAGE IN MANUFACTURING FIRMS IN NIGERIA

2021 ◽  
pp. 16-29
Author(s):  
Vito Baridula ◽  
◽  
Adanma Mekuri-Ndimele ◽  
Keyword(s):  
Regression Analysis ◽  
Data Analysis ◽  
Social Science ◽  
Competitive Advantage ◽  
Sample Size ◽  
Sampling Technique ◽  
Manufacturing Firms ◽  
Sustained Competitive Advantage ◽  
The Relationship ◽  
Structured Questionnaire

The study examined the effect of costly–to-imitate capabilities on sustained competitive advantage in manufacturing firms in Nigeria. A sample size of 248 was determined from a population of 700 respondents using Taro Yamene’s sampling technique. Data were collected through structured questionnaire and 248 copies of questionnaire were distributed out of which 232 copies were found useful for data analysis. The data were analyzed using Regression Analysis which was facilitated through Statistical Package for Social Science (SPSS Version 23.0). The findings showed a significant effect of costly–to-imitate capabilities on sustained competitive advantage in manufacturing firms in Nigeria. Based on the findings, the study concludes that costly–to-imitate capabilities significantly affect sustained competitive advantage in manufacturing firms in Nigeria. Hence, the study recommended that management should cultivate a distinctive unique organizational culture that other businesses will find it challenging to emulate. They should establish and pursue ambiguous cause that other firms find it hard to embark on and social complexity that focus on the relationship between managers and employees; managers and directors; the firm and the society (supplier, customers, government and union and associations) in order to gain sustained competitive advantage.

Determinants of Organizational Innovation

2015 ◽  
pp. 402-415 ◽  
Author(s):  
Miguel Torres Preto ◽  
Juelma Guerreiro
Keyword(s):  
Economic Growth ◽  
Competitive Advantage ◽  
Logit Model ◽  
Product Innovation ◽  
Organizational Innovation ◽  
Process Innovation ◽  
Manufacturing Firms ◽  
Internal Source ◽  
Innovation Product ◽  
The Relationship

The aim of this chapter is to examine the determinants of organizational innovation. To study the relationship and influence that the determinants have on organizational innovation the authors use data from CIS 4 for Portugal. The results of the logit model indicate that firm size, geographic scope, patents, process innovation, product innovation, R&D, internal source, market source and institutional source positively affect the propensity to introduce organizational innovation. Furthermore, the services are more likely to introduce organizational innovation than manufacturing firms. The results also support the argument that organizational innovation expands the development of product innovation and process innovation, promotes the increase of productivity and economic growth, and is a driver of competitive advantage.

scholarly journals The Effects of External and Internal Factors on Competitive Advantage—Moderation of Market Dynamism and Mediation of Customer Relationship Building

2021 ◽  
Vol 13 (7) ◽  
pp. 4066
Author(s):  
Romina Cheraghalizadeh ◽  
Hossein Olya ◽  
Mustafa Tumer
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Capabilities Approach ◽  
Relationship Building ◽  
Customer Relationship ◽  
Mediation Effect ◽  
Organizational Capabilities ◽  
Validity And Reliability ◽  
Internal And External Factors ◽  
The Relationship

Using a resource-based view and dynamic capabilities approach, this study investigates both the internal and external factors influencing competitive advantage in the hotel industry. For this purpose, we examine how organizational capabilities may lead to customer relationship building and in turn to competitive advantage. We further test the moderation role of market dynamism on the relationship between organizational capabilities and customer relationship building, and also investigate the mediation effect of customer relationship building on the association between organizational capabilities and competitive advantage. A questionnaire-based study was conducted among hotel employees in Northern Cyprus to test the conceptual model. A set of approaches was applied to detect common method bias and test the validity and reliability of the questionnaire. Correlation and regression analyses were conducted to evaluate the relationships between the variables, and bootstrapping analysis was applied to assess the mediation and moderation effects. The results revealed that organizational capabilities enhance customer relationship building and competitive advantage. Market dynamism as an external factor moderates the relationship between organizational capabilities and customer relationship building. There is also an indirect association between organizational capabilities and competitive advantage through the mediation of customer relationship building. The theoretical and practical implications of the findings are discussed.

The impact of Guanxi on Chinese managers' transactional decisions: A study of Taiwanese SMEs

2005 ◽  
Vol 24 (3) ◽  
pp. 215-222
Author(s):  
William Li Chang ◽  
Peirchyi Lii
Keyword(s):  
Competitive Advantage ◽  
Chinese Enterprises ◽  
Important Impact ◽  
Guanxi Network ◽  
The Impact ◽  
The Relationship ◽  
Chinese Managers

Guanxi is an important source of competitive advantage; managers in Chinese enterprises have especially placed enormous emphasis on it. The purpose of this study is to investigate the relationship between managers' initiative toward a Guanxi formation and their transactional decisions within the network. Findings of this study suggest that managers' initiative in setting up a Guanxi network has important impact on their perceptions toward members in the network; and in turn, the perception has an impact on their transactional decisions within the Guanxi network. More specifically, managers would employ relational mark-down and compensatory mark-up to differentiate Guanxi members from non-Guanxi members in making transactional decisions.

Sign in / Sign up

Export Citation Format

Share Document