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Article
Publication date: 31 December 2007

Mohammad Talha, Abdullah Sallehhuddin and Junaini Mohammad

This paper seeks to investigate the level of competitive disadvantage experienced by Malaysian listed companies by disclosing segmental information as required by the new…

Abstract

Purpose

This paper seeks to investigate the level of competitive disadvantage experienced by Malaysian listed companies by disclosing segmental information as required by the new accounting standard on segments disclosure by Malaysian Accounting Standards Board.

Design/methodology/approach

A total of 116 Malaysian listed companies are included in the study. Their annual reports for financial year ended 2002 are the main sources. The dependent variable is competitive disadvantage, which is proxied by Total Performance Index. The independent variables are quality of segmental disclosure by employing weighted average correlation technique, size of companies, the use of stricter accounting standard and the choice of business segment or geographical segment as the primary segment. To examine the developed hypotheses of the study; a multivariate least square regression model is employed. The analysis is also supported by correlation technique.

Findings

The outcomes of the study indicate that competitive disadvantage exists by disclosing segments information but it is not significant. In addition, larger companies experience greater competitive disadvantage than smaller companies, more extensive segment disclosure standard leads to less competitive disadvantage and the state of competitive disadvantage is greater when geographical segment is disclosed as the primary segment.

Research limitations/implications

Since the standard allows the reporting companies to disclose their segment information based on internal structure of the organization, the potential existence of materiality judgement may distort the comprehensiveness of the outcome. In addition, the limited number of companies included in the final sample leads to a more cautious approach in generalizing the findings.

Practical implications

Since the new accounting standard governing segment disclosure in Malaysian environment took effect in 2002, the study is considered timely. It allows the relevant accounting bodies to continue monitoring the level of compliance among the listed companies towards the new standard and, more importantly, it permits further improvement of the standard given the level of competitive disadvantage that may be experienced by reporting companies.

Originality/value

The remarkable contribution of the study lies in its timely effort to investigate the potential competitive disadvantage suffered by reporting companies in the first year of the implementation of the new accounting standard governing segment disclosure.

Details

International Journal of Commerce and Management, vol. 17 no. 1/2
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 4 July 2008

Frank Schlemmer and Brian Webb

This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.

Abstract

Purpose

This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.

Design/methodology/approach

The paper used a mixed‐methods approach and conducted case studies at 13 SMEs. The primary sources of data were semi‐structured interviews, which were supplemented by quantitative data from a postal survey and content analysis of the companies' websites.

Findings

The paper suggests that managing directors “enact” in the development of dynamic capabilities, if they believe that dynamic capabilities are a source of competitive advantage. If they do not appreciate the importance of dynamic capabilities they can get trapped in a vicious circle.

Research limitations/implications

This research focuses especially on small firms, and it is unlikely that the findings can be applied to large firms.

Practical implications

The key managerial implication is the threat of a vicious circle if the development of dynamic capabilities is neglected.

Originality/value

This paper draws the dynamic capabilities framework and the enactment concept together, suggesting that managerial decisions and behavior affect dynamic capabilities at an organizational level, which then drives firm performance.

Details

International Journal of Organizational Analysis, vol. 16 no. 1/2
Type: Research Article
ISSN: 1934-8835

Keywords

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Book part
Publication date: 1 January 2005

Shelby D. Hunt and Robert M. Morgan

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Article
Publication date: 11 February 2019

Sam Rockwell

The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management…

Abstract

Purpose

The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage.

Design/methodology/approach

This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes.

Findings

Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application.

Research limitations/implications

Research is needed to validate, confirm and extend the use and application of the new framework within organizations.

Practical implications

The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims.

Originality/value

Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

Details

Journal of Organizational Change Management, vol. 32 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

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Article
Publication date: 5 June 2007

Javier Rodríguez‐Pinto, Jesús Gutiérrez‐Cillán and Ana I. Rodríguez‐Escudero

This paper aims to examine whether order and scale of market entry influence a new product's market and financial performance, and how marketing and R&D resources…

Abstract

Purpose

This paper aims to examine whether order and scale of market entry influence a new product's market and financial performance, and how marketing and R&D resources strengthen or weaken these effects.

Design/methodology/approach

Through a mail survey, data were collected on a sample of 136 product launches by Spanish manufacturing firms. A moderated hierarchical regression analysis enabled the assessment of the relevance of order and scale as well as their interactions with marketing and R&D resources to explain a product's competitive position. Moreover, a mediation analysis allowed us to determine whether market entry strategy (indirectly) affects financial performance.

Findings

The analyses show that pioneering firms and those entering the market with a full‐scale launch achieve advantages in terms of competitive position, and that this variable mediates the relationship of order and scale with profitability. The empirical results also reveal that such advantages are conditioned by the availability of marketing and R&D resources.

Practical implications

The decisions regarding order and scale of market entry are contingent. Managers involved in the planning of a new product launch should be knowledgeable about their firm's resources and capabilities before determining when and how to enter the market.

Originality/value

Many papers study the effects of order‐of‐entry on market share, but other dimensions of a new product launch strategy, such as scale, have largely been ignored. The research examines the effects of both variables on competitive position and profitability. This is also one of the first studies that explores the moderating effect exerted by resources and capabilities in the launch strategy‐performance relationship.

Details

European Journal of Marketing, vol. 41 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

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Article
Publication date: 8 February 2011

Jim Andersén

Numerous studies have set out to examine the relationship between strategic resources and firm performance. The traditional VRIO attributes have been the point of…

Abstract

Purpose

Numerous studies have set out to examine the relationship between strategic resources and firm performance. The traditional VRIO attributes have been the point of departure in most resource‐based studies. This paper sets out to argue that the relationship between resources and performance is more complex. Thus, the purpose of this paper is to illustrate the complex relationship between a strategic resource and firm performance by providing an overview of different factors that can influence this relationship.

Design/methodology/approach

Relevant literature is reviewed and discussed.

Findings

It was found that five criteria must be fulfilled for resources to generate superior performance. These are identified and discussed. These criteria fit with existing resources, management capability, marketing capability, firm appropriation of rent, and non‐competitive disadvantages.

Research limitations/implications

By using the criteria identified, resource‐based theory can become less tautological. Also, the criteria highlight the importance of resource utilization and appropriation of resource‐based rents.

Practical implications

The paper could contribute to an increased awareness among practitioners of the importance of focusing on factors which are additional to the VRIO‐attributes when analyzing potential strategic resources. The criteria provide an easy‐to‐access framework for strategic analysis.

Originality/value

Whereas some specific aspects of the relationship between the possession of resources and firm performance have been reviewed in some RBT contributions, few studies have addressed the issue using a more holistic approach. Thus, this paper affords a broader approach on the relationship between strategic resources and firm performance.

Details

Management Decision, vol. 49 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 1 January 1990

Douglas M. Lambert and Arun Sharma

Evidence suggests that the recent interest incompetitive strategy and competitive positioning,while good in itself, has resulted in themanagement of many firms placing too…

Abstract

Evidence suggests that the recent interest in competitive strategy and competitive positioning, while good in itself, has resulted in the management of many firms placing too much emphasis on competitive performance and too little emphasis on customer expectations. This research in the chemical industry provides support for the conclusion that management needs to refocus on the customer if US companies are going to succeed in the increasingly competitive marketplace. A methodology is presented that can be used by management to collect and analyse customer‐based competitive data for use in establishing priorities for customer service expenditures.

Details

International Journal of Physical Distribution & Logistics Management, vol. 20 no. 1
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 1 March 1994

R. De Keyser and N. Vanhove

The aim of the study on the competitive situation of tourism in the Caribbean area was to analyse the competitive position of tourism in a number of Caribbean…

Abstract

The aim of the study on the competitive situation of tourism in the Caribbean area was to analyse the competitive position of tourism in a number of Caribbean destinations. These countries are Bahamas, Barbados, Belize, Dominican Republic, Haiti, Jamaica, Trinidad & Tobago.

Details

The Tourist Review, vol. 49 no. 3
Type: Research Article
ISSN: 0251-3102

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Article
Publication date: 23 November 2020

Luís Farinha, João Lopes, João Renato Sebastião, João José Ferreira, José Oliveira and Paulo Silveira

This paper aims to understand how the different stakeholders assess the adequacy of smart specialization policies defined for their regions.

Abstract

Purpose

This paper aims to understand how the different stakeholders assess the adequacy of smart specialization policies defined for their regions.

Design/methodology/approach

This paper has followed a quantitative methodology through the application of questionnaire surveys to stakeholders of the various territorial regions in Portugal.

Findings

As a result, from the “resource-based view” approach applied to the various regions, the attained results highlight that the suitability of smart specialization policies defined for the Portuguese regions is not unanimous among its stakeholders.

Originality/value

The research can be used as a tool to assist regional policymakers in strategic reflection when defining and adjusting smart specialization strategies in their territories.

Details

Competitiveness Review: An International Business Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1059-5422

Keywords

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Article
Publication date: 1 April 1986

Alvin C. Burns

The marketing manager has little or no guidance in formulating competitive strategies. This article presents a marketing strategy planning tool based on customers'…

Abstract

The marketing manager has little or no guidance in formulating competitive strategies. This article presents a marketing strategy planning tool based on customers' perceptions of the positions of competing brands across various product attributes. The method, called “Simultaneous Importance‐Performance Analysis,” advocates focusing attention on relevant competitors' positions and attacking or defending market territory selectively. An example of its application is provided to illustrate its usefulness. The tool provides a framework for prioritizing alternative marketing strategies and is helpful in deciding on the allocation of limited marketing resources to design an efficient short‐range marketing plan. We will first discuss the nature of competitive advantage strategy and look at the marketing manager's dilemma on how to select tactics to develop a competitive advantage. We will then describe and illustrate “simultaneous importance — performance analysis,” based on importance‐performance analysis. Finally, we will suggest how this technique might be integrated into a company's strategic planning system.

Details

Journal of Consumer Marketing, vol. 3 no. 4
Type: Research Article
ISSN: 0736-3761

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