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Article
Publication date: 19 February 2018

Christos Sigalas and Vassilis M. Papadakis

The purpose of this paper is to empirically investigate the relationship patterns between competitive advantage and superior performance.

Abstract

Purpose

The purpose of this paper is to empirically investigate the relationship patterns between competitive advantage and superior performance.

Design/methodology/approach

This study empirically investigates the aforementioned relationship patterns using a cross-sectional, self-administered survey methodology.

Findings

The results indicate that there are four relationship patterns between competitive advantage and superior performance. In addition, this study provides empirical evidence of the reasons, underpinning the relationship pattern of competitive advantage without superior performance as well as the relationship pattern of superior performance without competitive advantage.

Research limitations/implications

This study contributes to our knowledge that competitive advantage is neither a necessary nor a sufficient condition for superior performance.

Practical implications

In finding support that there can be cases of underperformance despite competitive advantage and superior performance despite the absence of competitive advantage, the study’s findings are useful to practicing managers involved in the strategic management process of their firms.

Originality/value

This study fills an important gap in the empirical research, by responding to the literature call to test the possible relationship patterns between competitive advantage and superior performance. In addition, this study formally introduces the relationship pattern of competitive advantage without superior performance, and the relationship pattern of superior performance without competitive advantage that until now were largely ignored by the existing literature in the field of strategic management.

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Article
Publication date: 19 October 2015

Christos Sigalas

The purpose of this paper is to investigate empirically managers’ awareness regarding the concept of competitive advantage, the most taken-for-granted concept in the field…

Abstract

Purpose

The purpose of this paper is to investigate empirically managers’ awareness regarding the concept of competitive advantage, the most taken-for-granted concept in the field of strategic management.

Design/methodology/approach

Managers’ awareness regarding the concept of competitive advantage was explored by applying a cross-sectional, self-administered, e-mail survey.

Findings

The results of quantitative and qualitative data analyses provide empirical evidence that senior managers, who are heavily involved in the strategic management process of their firms, seem to confuse the concept of competitive advantage with the concept of sources of competitive advantage, especially those pertaining to resource-based theory.

Research limitations/implications

The findings establish the hypothesis that senior managers are not aware of the concept of competitive advantage. At the same time, future researchers are encouraged to continue testing the above hypothesis.

Practical implications

The findings as well as the provision of a conceptually clear stipulating definition of competitive advantage from literature could increase practicing managers’ awareness relating to the conceptual nature as well as the latent expressions of competitive advantage.

Originality/value

Since little research, to date, has been carried out in order to investigate empirically the awareness of managers regarding competitive advantage, this study fills an important gap in the empirical literature of strategic management.

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Article
Publication date: 28 October 2013

Christos Sigalas, Victoria Pekka Economou and Nikolaos B. Georgopoulos

The purpose of this paper is to attempt to develop a measure of competitive advantage by identifying a stipulative definition, composing an operational definition and…

Abstract

Purpose

The purpose of this paper is to attempt to develop a measure of competitive advantage by identifying a stipulative definition, composing an operational definition and constructing a measurement variable.

Design/methodology/approach

The paper undertakes critical literature review, cognitive interviews as well as a pilot and full study, which were carried out by applying a cross-sectional, self-administered e-mail survey with questionnaire in a fillable text-processing file, in order to develop a valid and reliable measure of competitive advantage.

Findings

The results have led to the identification of a conceptually robust stipulative definition, the composition of a comprehensive operational definition and the construction of a qualified variable, making the development of a valid and reliable measure of competitive advantage possible.

Research limitations/implications

The newly developed measure of competitive advantage, exempt from past conceptual problems, could be used for valid measurements in future empirical studies in the field of strategic management. At the same time, authors encourage future tests of the newly developed measure's reliability and validity.

Practical implications

The provision of a conceptually clear stipulating definition and a comprehensive operational definition for competitive advantage could increase practicing managers’ awareness relating to the conceptual nature as well as the latent expressions of competitive advantage.

Originality/value

The findings contribute to the evolution of the strategic management field by providing a valid and reliable measure of competitive advantage that is applicable under any leading theoretical perspective in strategic management and it could better serve the needs of both empirical research and management practice.

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Article
Publication date: 16 August 2013

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Abstract

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

If they are to have any chance of thriving in today's turbulent and increasingly‐competitive world, businesses need competitive advantage and how they get it is a crucial component of managements' approach. Apologies if that sounds like stating the obvious, but it's important enough to bear repetition. Less obvious is how to answer the question: “What is competitive advantage?”

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives 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.

Details

Strategic Direction, vol. 29 no. 9
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 15 February 2013

Christos Sigalas and Victoria Pekka Economou

Although competitive advantage is the cornerstone concept in strategic management it still remains a poorly defined and operationalized construct. The purpose of this…

Abstract

Purpose

Although competitive advantage is the cornerstone concept in strategic management it still remains a poorly defined and operationalized construct. The purpose of this paper is to revisit the concept of competitive advantage, to identify the problems that stem from its current conceptualization from the majority of the literature.

Design/methodology/approach

The paper undertakes an extensive literature review, audit of logical inference, syllogistic reasoning and Bayesian expressions in order to examine the problems associated with the current conceptualizations of competitive advantage.

Findings

Several drawbacks and fallacies relating to current conceptualizations of competitive advantage were identified that create an urgent need for a more robust definition which could better serve the needs of both empirical research and management practice.

Research limitations/implications

The authors by no means claim that the literature review undertaken in this paper on the concept of competitive advantage and on the problems derived from its conceptualization was exhaustive or absolute. Rather, this paper constitutes an attempt to stimulate efforts and provide directions on the further conceptual development of competitive advantage.

Practical implications

The findings allow practising managers to not necessarily associate competitive advantage with its sources and with the determinants of superior performance.

Originality/value

The findings contribute to the evolution of the strategic management field by identifying, categorizing and mapping potential problems, drawbacks and fallacies, associated with the conceptualization of competitive advantage as currently delineated in the literature, and by suggesting some criteria for the development of a conceptually more robust definition.

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Article
Publication date: 2 November 2015

Christos Sigalas

– The purpose of this study is to investigate empirically the balanced scorecard (BSC)’s theoretical underpinnings.

Abstract

Purpose

The purpose of this study is to investigate empirically the balanced scorecard (BSC)’s theoretical underpinnings.

Design/methodology/approach

This study undertakes a cross-sectional, self-administered e-mail survey to examine the convergent and discriminant validity of the performance indicators of the BSC’s four perspectives using principal components analysis and confirmatory factor analysis.

Findings

The results suggest that the performance indicators of each BSC’s perspective converge with the same perspective’s performance indicators and discriminate from other perspectives’ performance indicators.

Research limitations/implications

Future researchers are invited to conduct conceptual-level tests of the BSC framework using the newly constructed subjective scales of the performance indicators of the BSC’s perspectives. Furthermore, scholars conducting empirical research on the field are encouraged to further investigate the BSC’s theoretical underpinnings using various research designs, multiple research methods and a combination of existing and new BSC’s performance indicators.

Originality/value

This study contributes to the academic stream of management accounting and strategic management field by: empirically validating the BSC’s theoretical underpinnings that is a prerequisite for the BSC to advance from a framework to a theory and providing subjective scales for measuring the generic performance indicators of the BSC’s four perspectives that can be used in future research of the BSC framework’s hypotheses. In addition, the literature is enhanced with a newly developed perceptual measure of firm performance with attributes of the BSC’s four perspectives.

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Article
Publication date: 7 April 2014

Marianna Sigala

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism…

Abstract

Purpose

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues.

Design/methodology/approach

The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles.

Findings

The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS.

Research limitations/implications

The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts.

Practical implications

The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests.

Originality/value

The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.

Details

Marketing Intelligence & Planning, vol. 32 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

Content available
Book part
Publication date: 28 December 2016

Abstract

Details

The Handbook of Managing and Marketing Tourism Experiences
Type: Book
ISBN: 978-1-78635-289-7

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Article
Publication date: 12 July 2013

Christos Sarmaniotis, Costas Assimakopoulos and Eugenia Papaioannou

Valid measurement scales for predicting the adoption of hoteliers’ customer‐centric orientation are in short supply. The present research develops and validates a new…

Abstract

Purpose

Valid measurement scales for predicting the adoption of hoteliers’ customer‐centric orientation are in short supply. The present research develops and validates a new scale for a specific variable, i.e. Management Attitudes Towards Customer‐Centric Orientation (MATCCO). Furthermore, this research attempts to identify some broad determinants for a successful CRM system implementation and propose a research model depicting possible relationships among MATCCO, broad determinants and profit.

Design/methodology/approach

A structured questionnaire has been developed in order to accomplish the research objectives. Data were collected from 86 Greek luxury hotels. Accepted methodology was used to construct the measure, factor analysis to determine the CRM key success factors (KSFs) and Pearson correlation, ANOVA and discriminant analysis to test the proposed model. Additionally, qualitative research was conducted in two Greek luxury hotels.

Findings

A reliable and valid measure of MATCCO was constructed. Four CRM KSFs were identified. The research model was verified and proposed confirming relationships among MATCCO, CRM KSFs and company profit. Cases analysis showed that effective customer communication strategy, IT infrastructure and suitable organizational strategy are the KSFs of CRM implementation provided that hoteliers are positive toward customer‐centric orientation.

Research limitations/implications

The results of this study are applicable to luxury hotels.

Practical implications

There is a necessity of checking the level of MATCCO before undertaking a CRM implementation project. Further, the results of this study highlight some crucial factors that influence successful CRM implementation in the hotel lodgings.

Originality/value

The main contribution of the paper is the construction of the multi‐item measure of hoteliers’ customer‐centric orientation.

Details

EuroMed Journal of Business, vol. 8 no. 2
Type: Research Article
ISSN: 1450-2194

Keywords

Content available
Article
Publication date: 7 April 2014

Christos Sarmaniotis and Eugenia Wickens

Abstract

Details

Marketing Intelligence & Planning, vol. 32 no. 2
Type: Research Article
ISSN: 0263-4503

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