Which Competitive Strategy Fits Better to Different Family-Business Profiles?

This chapter belongs to the vein of research that analyses family firms from a configurational approach. This survey explores which combination of competitive strategy, environmental turbulence, family complexity, and family firm management and governance arrangements are present when firm performance is present. This research follows Le Breton-Miller and Miller's call to gain a better understanding of the interaction between competitive strategy, environmental conditions, and family firm features. Literature reports controversial results with regard to family-business strategic preferences and firm performance, and recent research shows that this relationship needs considering both industry and family context. This chapter analyses a sample of 129 Spanish SME-Family-Business that belong to the tourism industry. Using fuzzy-set qualitative comparative analysis, the authors find seven configurations to firm performance presence and one recipe for performance absence.

Quantitative Analysis of Strategic Human Resource Management and Organizational Learning

It is crucial for business organizations to maintain sustainability within the globalized market environment. However, the organizational ability of micro, small, and medium enterprises (MSMEs) is inadequate to generate sustainable competitive advantage. Moreover, strategic management theories are developed based on large business organizations which cannot be fully applied in MSMEs. From this knowledge gap, this research study addressed the core question of “Does strategic human resource management (SHRM) and organizational learning impact the sustainability of service-based MSMEs in Brunei Darussalam, with competitive strategy as mediator?” From a questionnaire survey of 275 service-based MSMEs, this research study confirmed SHRM and organizational learning to yield significant impact on organizational performance of service-based MSMEs. These results are partial significantly mediated by competitive strategy. From these findings, this research study extended the knowledge on resource-based view, contingency theory, and organizational alignment theory within the MSME context.

The strategic innovation under information technological turbulence: the role of organisational resilience in competitive advantage

Purpose This study aims to propose a structural model drawing from the theoretical literature, extending the relative research fields to the competitive strategy. The empirical results involve data collection of 582 data that represents various enterprises in the Indonesian context. The authors develop four scenarios of strategic innovation based on the empirical findings, which extend the discussion on the concept of competitive strategy. Design/methodology/approach This paper aims to examine the impact of organisational resilience and marketing communication on competitive advantage through new product development under information technological turbulence. Findings The results indicate that product development is less effective to firm competitive advantage during the high information technological turbulence than during low information technological turbulence. This study shows that organisational resilience and marketing communication help firms achieve a competitive advantage. The authors also identify four scenarios for strategic innovation, drawing from empirical results. Originality/value This paper extends the literature of resource-based views by proposing a model that concerns product development as the primary determinant of competitive advantage. In addition, this study discusses the intersection between the concept of dynamic capability and contingency theory by examining how firms deal with information technological turbulence.

Competitive Strategy of Sunan Drajat Islamic Boarding School Business in Lamongan

Pondok Pesantren Sunan Drajat (PPSD) is one of the Islamic boarding schools that has a high spirit of economic independence, by establishing several Institution-Owned Business. This Business Unit seems to be developing its units so that they are spreading domestically and internationally. This is due to strategic management that accommodates business, especially in its competition. The purpose of this study was to determine the competitive strategy of Pondok Pesantren Sunan Drajat Islamic-owned business. This study uses a qualitative approach that aims to explain the competitive advantage strategy of the PPSD business unit and SWOT analysis. The results showed that the PPSD business unit implemented all competitive strategies based on sharia principles, which in carrying out their activities were based on benefit. In conclusion, PPSD Business Unit uses an image of differentiation strategy in marketing for its products to stay ahead in the midst of many similar business.

Competitive Strategy of Firms’ Participation in the Global Value Chains and Labor Income Share

The division of labor in the global value chain (GVC) has reshaped the competitive advantage of enterprises participating in the international market and has a significant influence on the distribution of their factor income. Based on the perspective of market choice, this paper uses China’s industrial enterprises’ data, Customs Statistical Data on Import and Export, Word Input and Output Database (WIOD), and BACI database from 2000 to 2007 to analyze the effect of competitive strategy of a firm’s GVC participation on its labor income share. Herein, the competition strategy is depicted by the quality and price of export goods. The empirical results show the following. (1) Quality competition has a larger effect on labor income share than price competition. High-quality and high-price or high-quality and low-price strategies tend to have a significant negative effect on labor income share, while low-quality and low-price and low-quality and high-price strategies have a positive effect. (2) The higher the target market GVC status, the lower the labor income share of exporting firms, and the target market GVC status amplifies that the high-quality and high-price strategies on firms’ labor income share the negative effect of high-quality and low-price strategies on exporters’ labor income share. (3) High-quality and low-price strategies have a significant negative effect on exporters’ labor income share when competing with developing countries in developed country markets or with developed countries in developing country markets. However, the positive effect of low-quality and low-price strategies and low-quality and high-price strategies kept unchanged. The findings remain robust after controlling for endogeneity and accounting for the effects of firm heterogeneity, indicator measurement, and sample variation.