scholarly journals Competitive advantage differences between firms belonging to a business group and independent companies in the Spanish wine industry

2018 ◽  
Vol 17 (2) ◽  
pp. 105 ◽  
Author(s):  
Juan Ramón Ferrer-Lorenzo ◽  
Silvia Abella-Garcés ◽  
Teresa Maza-Rubio
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Business Performance ◽  
Business Group ◽  
Wine Industry ◽  
Competitive Advantages ◽  
Resources And Capabilities

A high percentage of companies that compete in the market belong to a business group. This paper analyses the competitive advantages between independent firms and firms belonging to a business group, focusing on the Spanish wine industry. The authors studied 339 wineries, compared their resources and capabilities, the strategies used and their business performance. The results suggest that while resources and capabilities are key for independent firms it is the business strategy that is most important for firms belonging to a business group. The study sheds more light on the application of specific elements to explain a firm’s business performance.

Achieving Sustained Competitive Advantage: A Family Capital Theory

2006 ◽  
Vol 19 (2) ◽  
pp. 135-145 ◽  
Author(s):  
James Hoffman ◽  
Mark Hoelscher ◽  
Ritch Sorenson
Keyword(s):  
Competitive Advantage ◽  
Business Performance ◽  
Family Businesses ◽  
Competitive Advantages ◽  
Capital Theory ◽  
Sustained Competitive Advantage ◽  
Family Capital ◽  
Low Levels ◽  
Potential Impact

Although it has been long asserted that family businesses hold advantages over nonfamily businesses, to date, there have been very few theories developed as to exactly why family businesses hold competitive advantages over nonfamily businesses. This article introduces the concept of family capital and proposes that family capital has potential impact on business performance. Specifically, this article suggests that family businesses with high levels of family capital possibly do hold a sustained competitive advantage over family businesses with low levels of family capital and/or nonfamily businesses.

scholarly journals Business Strategy Formulation to Increase Profit of Agung Artomoro Company

2020 ◽  
Vol 3 (1) ◽  
pp. 34-40
Author(s):  
Mahfudhotul Ainiyah ◽  
Sonny Rustiadi
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Performance ◽  
Government Regulation ◽  
Design Method ◽  
Research Question ◽  
Paper Industry ◽  
Use Of Resources ◽  
External Analysis ◽  
Resources And Capabilities

Agung Artomoro is a service company operating since February 2012. The company was established because of the high number of migrants in Indonesia associated with the high demand for labor in the plantation industry. The company focuses on offering full package service in providing labor for plantation, providing goods for plantation labor, and providing transportation service. Since it was founded, the company continues to get a positive earning year to year, but the increase in revenue followed by an increase in the cost, and it causes profit stagnation. This research investigates what causes of the stagnation in company profit. The research question design method was used in this paper, which involves using a qualitative research interview in collecting data from 11 respondents, including internal and external parties. The external analysis results show that the pulp and paper industry is still growing, which supported by government regulation. The internal analysis results show that the company has resources and capabilities that have not been fully maximized. The conclusion of the internal and external analysis resulted in details of SWOT analysis tools and formulated into the Fishbone analysis to discover the root cause of the company's problem. This research aims to create a new business model by proposing a few strategies to increase business performance evaluation for internal development. The researcher selected two strategies obtained from Porter’s Generic Strategy, which used a vertical integration strategy, both integrating backward and integrating forward.  The results of the proposed strategies are mapped into Business Model Canvas and highlight how cost leadership strategy can maximize the use of resources and capabilities to make business performance more effective and efficient and create sustainability in competitive advantages.

An Introduction to the Green IT Balanced Scorecard as a Strategic IT Management System

2011 ◽  
pp. 126-152 ◽  
Author(s):  
Yulia Wati ◽  
Chulmo Koo
Keyword(s):  
Competitive Advantage ◽  
Balanced Scorecard ◽  
Environmental Sustainability ◽  
Business Strategy ◽  
Business Performance ◽  
Business Strategies ◽  
Management Tool ◽  
Sustainable Business ◽  
Green It ◽  
Environmental Aspect

This chapter introduces the Green IT Balanced Scorecard by incorporating an environmental aspect of technology into the scorecard measurement method. The authors conceptualized the Green IT balanced scorecard as “a nomological management tool to systematically align IT strategy with business strategy from an environmental sustainability perspective in order to achieve competitive advantage.” The objectives of the Green IT balanced scorecard include the measurement of technology performance via the effective integration of environmental aspects, the investigation of both tangible and intangible assets of Green IT investment, the alignment of IT performance and business performance, and the transformation of the results into competitive advantage. This concept offers a new possibility for both practitioners and researchers to translate their sustainable business strategies into Green IT actions.

Resource-Based Strategy for Knowledge Management

2011 ◽  
pp. 43-86
Author(s):  
Petter Gottschalk
Keyword(s):  
Economic Theory ◽  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Recent Work ◽  
Business Strategy ◽  
Theory Of The Firm ◽  
Resources And Capabilities ◽  
New Perspective ◽  
Internal Side

Business strategy has traditionally focused on products and services to gain competitive advantage. Recent work in the area of strategic management and economic theory has begun to focus on the internal side of the equation — the firm’s resources and capabilities. This new perspective is referred to as the resource-based theory of the firm.

scholarly journals Entrepreneurial strategies and corporate governance: Experiences from the Italian wine industry

2012 ◽  
Vol 8 (2) ◽  
pp. 44-60
Author(s):  
Di Toma Di Toma ◽  
Arianna Lazzini ◽  
Stefano Montanari
Keyword(s):  
Corporate Governance ◽  
Competitive Advantage ◽  
Family Business ◽  
Family Firms ◽  
Wine Industry ◽  
Competitive Advantages ◽  
Family Social Capital ◽  
Italian Wine ◽  
The Family ◽  
Entrepreneurial Strategies

A distinctive resource typical of family firms, critical in guarantee to family firms long lasting position of competitive advantage is familiness. In previous studies familiness has been defined to characterize the interactions between each family member, the whole family and the business. These interactions leads to systematic synergies with the potential to create competitive advantages or disadvantages for the firm. Family history and local roots can ensure the family business a competitive advantage long lasting and evolutive. Our analysis is focused on the wine industry in Italy and analyzes the case of Barone Ricasoli Spa an estate owned by the family Ricasoli since 1141. We find that the family social capital supports the processes of resources acquisition and promotes the business renewal.

scholarly journals Competitive Intelligence Practices and Organizational Performance Linkage: A Review

2020 ◽  
Vol 15 (2) ◽  
pp. 101-115
Author(s):  
Dian Aszyanti Atirah Mohd Asri ◽  
Ainul Mohsein Abdul Mohsin
Keyword(s):  
Organizational Performance ◽  
Business Strategy ◽  
Business Performance ◽  
Research Performance ◽  
Control Process ◽  
Service Industries ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Quality Control Process ◽  
Meta Analyses

Scholars have intensely researched competitive Intelligence or CI for decades. This topic has been under constant investigation and development concerning business strategy in soaring business performance. This paper critically examines and integrates the Competitive Intelligence Practices by different industries and its relationship on organizational performances.  The review employed Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and utilizes three databases (Science Direct, Scopus, and Proquest) from January 2014 to November 2019. This timeframe and databases were preferred because the articles collected have been through a quality control process and comprehensive source for research performance data and analytics. As many as 666 articles were narrowed down to 20 articles to meet the criteria of this study.  Conclusively, six main themes were identified, which are Organizational awareness, CI process, Social capital, CI Challenges, Competitive advantages and Sustainability based on the thematic analyses. Furthermore, another five sub-themes emerge from these key themes. A deduction is made concerning a relationship between Competitive Intelligence Practices and Organizational performance. This paper also suggests conducting more studies in service industries, especially the hospitality industry because of its economic impact and the changing landscape in today's consumer.

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.

scholarly journals Techno-Resonance Innovation Capability And Reactive Innovation To Competitive Advantage : Business Strategy

2021 ◽  
Vol 5 (1) ◽  
pp. 1-20
Author(s):  
Roymon Panjaitan ◽  
Echan Adam ◽  
Dian Indriyani
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Business Strategies ◽  
Competitive Advantages ◽  
Innovation Capability ◽  
Competitive Strategies ◽  
Central Java ◽  
Research Gap ◽  
Business Optimization ◽  
Relationship Of

This research study discussion objectives to fulfill the research gap in the findings of inconsistent business strategy capabilities of SME players from reactive innovation, by incorporating the ability of marketing architecture to achieve competitive advantage and the ability of techno resonance innovation as factors that provide stimulus through reactive innovation on competitive strategies and contribute directly to competitive advantage, where working capital is included to moderate the direct relationship of creative innovation to competitive advantage , as well as techno resonance innovation capabilities on competing business strategies. Post-pandemic business optimization, not only the required venture capital but the importance of capturing the resonance of business opportunities and marketing design capabilities. Nine hypotheses were residential and tested in the framework of a sample of 156 SMEs in Central Java, Indonesia. The findings of this study contribute three contributions to conceptual techno-resonance innovation capabilities. First, techno-resonance innovation capabilities are proven to enhance reactive innovation and competitive business strategies, both working capitals strengthen competitive business strategies and provide a complementary advantage, the third reactive innovation has the potential to mediate techno resonance innovations on competitive business strategies and competitive advantages. But other marketing architecture capabilities need to be optimized, such as aggressive marketing dissemination and information design forms.

scholarly journals Exploiting Resources for Competitive Advantage of Cooperative Organizations in Malaysia

2018 ◽  
Vol 3 (12) ◽  
pp. 63
Author(s):  
Rohana Othman ◽  
Roshayani Arshad ◽  
Nooraslinda Abdul Aris ◽  
Siti Maznah Mohd Arif
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Business Performance ◽  
Publishing House ◽  
Annual Reports ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Internal Resources ◽  
Sustained Competitive Advantage ◽  
International Publishing

Outstanding business performance and sustainable competitive advantage depend critically on tangible organizational resources, looking from the Resource-based view theory (Galbreath, 2004; Fahy, 2002). Lippman and Rumelt (2003) opined firms’ assets (physical or financial) hold the potential to create peak value for competitive advantage, relatively free from the threat of being replicated. Firms are able to thwart threats by focusing on identifying and exploiting resources. This paper investigates the influence of organization’s tangible resources on cooperative's success. Content analyses of annual reports of Malaysian cooperatives testify tangible internal resources are a viable business strategy for sustained competitive advantage positively impacting performance.Keywords: Physical Resources, Cooperatives, Resource-based view (RBV) theory, SustainabilityeISSN 2398-4295 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

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