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1 – 10 of over 119000Rainer Feurer and Kazem Chaharbaghi
Although the notion of competitiveness lies at the heart of businessstrategy development, its definition is often vague and does not lenditself to a measurement process. The…
Abstract
Although the notion of competitiveness lies at the heart of business strategy development, its definition is often vague and does not lend itself to a measurement process. The competitiveness of an organization depends on a number of factors which are interrelated and cannot be looked at in isolation. The main factors include: customer values, shareholder values and ability to act and react within a competitive environment. Proposes a holistic approach for defining competitiveness together with a mapping process which encompasses different dimensions of competitiveness. The mapping process enables the measurement of competitiveness while highlighting the strengths, weaknesses, opportunities and threats within a competitive environment which form the basis of business strategy formulation.
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The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…
Abstract
The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.
This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.
The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.
This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.
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Although two decades have passed since the publication of Walsh and Ungson’s (1991) seminal article on organizational memory, there has been only limited theoretical elaboration…
Abstract
Although two decades have passed since the publication of Walsh and Ungson’s (1991) seminal article on organizational memory, there has been only limited theoretical elaboration and application of this critical aspect of cognition in the strategic management literature. We remedy this gap by advancing the construct of competitive memory, which we define as a firm’s dynamic capability consisting of stored information from its past competitive interaction with a given rival that can be brought to bear on present or future competitive actions. We theorize that competitive memory is composed of both procedural and declarative elements and can be accessed automatically and deliberatively. Additionally, we suggest that competitive memory is relational: As rivals within a competitive set interact in the market, competitive memory drives not only their strategic actions, but also their expectations about their competitors. Last, competitive memory is also dynamic, which can be constructed and reconstructed over time by an organization’s enactment of its internal and external environments and by purposive memory trials with its competitive set.
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Bas P. Singer, Bart A.G. Bossink and Herman J.M. Vande Putte
The purpose of this paper is to investigate how organisations use a corporate real estate strategy to support their competitive strategy. It provides a theoretical and empirical…
Abstract
Purpose
The purpose of this paper is to investigate how organisations use a corporate real estate strategy to support their competitive strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate and competitive strategies.
Design/methodology/approach
The paper constructs a model that integrates three real estate strategies and three types of competitive strategies. Case studies in ten multinational firms in The Netherlands apply the model, and describe and analyse the combinations of the firms' real estate – and competitive strategies.
Findings
A standardisation real estate strategy supports all three competitive strategies: lowest costs, differentiation, and focus. A value‐based real estate strategy supports a competitive strategy of differentiation and differentiation‐focus, and does not contribute to a competitive strategy of lowest costs, or lowest costs‐focus. Finally, an incremental real estate strategy is ambiguous, and does not support any of the three competitive strategies.
Originality/value
The paper constructs a literature‐based model that combines real estate strategy and competitive strategy. It applies the model in a study of ten cases. Practitioners can use the model to analyse and reconsider the combination of their organisation's real estate strategy and competitive strategy. Academics can use the qualitative research results to design further research that qualifies and quantifies the relationship between various elements of real estate – and competitive strategy.
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Yasmine YahiaMarzouk and Jiafei Jin
COVID-19 and its economic consequences have provoked critical views on worldwide sustainable management, especially in the Arab world. Post-COVID-19, sustainability becomes…
Abstract
Purpose
COVID-19 and its economic consequences have provoked critical views on worldwide sustainable management, especially in the Arab world. Post-COVID-19, sustainability becomes important because the pandemic taught humanity to set aside differences and work together to support the global sustainability agenda. On the organizational level, sustaining an organization's competitive advantage is a key to surviving a crisis. Therefore, this study explores the impact of environmental scanning on sustaining Egyptian manufacturing SMEs' competitive advantage through organizational innovation.
Design/methodology/approach
The study adopts a cross-sectional design to collect data. A self-administered questionnaire was used to collect data from a sample of 249 Egyptian SMEs. The smart partial least square structural equation modeling technique (PLS-SEM) was employed to test hypotheses.
Findings
Organizational innovation has an effect on competitive advantage. There is no direct effect of environmental scanning on competitive advantage. However, organizational innovation fully mediates the relationship between environmental scanning and competitive advantage.
Research limitations/implications
The sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and in other countries. The study was cross-sectional and could not trace long-term effects of environmental scanning and organizational innovation on competitive advantage.
Practical implications
In the face of crises, Egyptian SMEs' managers should regularly scan their environments to build organizational innovation and in turn sustain their competitive position.
Originality/value
This study is amongst the first to investigate the role played by environmental scanning in sustaining Egyptian SMEs competitive advantage through the mediation of organizational innovation amidst the COVID-19 epidemic.
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Luqman Oyekunle Oyewobi, Abimbola Oluwakemi Windapo and Rotimi Olabode Bamidele James
The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving…
Abstract
Purpose
The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa.
Design/methodology/approach
The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa.
Findings
The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals.
Practical implications
The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance.
Originality/value
The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.
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In this chapter, the author outlines the link between organization design and competitive strategy, focusing on rivalry. A firm’s organization design choices can affect its…
Abstract
In this chapter, the author outlines the link between organization design and competitive strategy, focusing on rivalry. A firm’s organization design choices can affect its competitive advantage as well as the strategic decisions of its rivals. Therefore, organization design can influence the nature and intensity of competitive interactions between firms. To illustrate this effect, the author focuses on the literature on divisionalization and offers a set of propositions as examples. Taken together, the author makes three main observations: (1) a firm’s competitive position and objectives are reflected in its organizational choices; (2) heterogeneity in competitive position and objectives lead to heterogeneity in organization design choices across firms; and (3) organization design and competitive strategy are interdependent processes. The author concludes by discussing the implications for strategy and management research and pointing out some opportunities for future research.
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Siti Zubaidah Othman, Wan Shakizah Wan Mohd Noor and Mohd Faizal Mohd Isa
Though to stay competitive is important for an organization's survival, today's organizations need to deal with various challenges. For example, organizations need to deal with…
Abstract
Though to stay competitive is important for an organization's survival, today's organizations need to deal with various challenges. For example, organizations need to deal with the future uncertainty; need to know when to embrace change; need to recruit the right talent; need to keep abreast with the rapidly changing technology; need to remain ethical in doing business; and need to deal with increasing competition in the market. Thus, good strategies are needed if they want to stay competitive. Organizations must be able to know the competition and be different; update the organization's image; look after the existing customers; target new markets; be the best employers; be able to foresee the future; exemplify and position strengths from weaknesses; take into consideration the local context; use data and analytics to support strategies; prioritize creativity and innovation; utilize the data; remain relevant; and explore partnership opportunities. As for Malaysia, various strategies have been developed to support organization sustainability. These include transforming the school system in order to produce high-skilled and semi-skilled workers; strengthen Technical Vocational Education and Training (TVET) and Science, Technology, Engineering, and Mathematics (STEM) education activities; digitalize Malaysian employment landscape; and create good networking and collaboration with other countries. Malaysia also introduces various initiatives to support business sustainability such as awarding Sustainable Business Awards Malaysia to any Malaysian company that has shown a balance between making profit and acting sustainably; come out with competitive fiscal and monetary policy; and strengthen the human capital development.
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Dhruba Kumar Gautam and Sunita Bhandari Ghimire
This paper aims to assess the existing situation of psychological empowerment to employees and explore the relationship between psychological empowerment and competitive…
Abstract
Purpose
This paper aims to assess the existing situation of psychological empowerment to employees and explore the relationship between psychological empowerment and competitive advantages in service sector of Nepal.
Design/methodology/approach
The study followed descriptive cum exploratory research design. Data collected through structured questionnaire based on Menon’s three-component model and Wright’s four-component model used to measure psychological employment and competitive advantages from employees of banking and hospital sector.
Findings
Psychological empowerment of employees in service sector is significantly different between public and private organizations. Even though the factors that are extracted are quite different than of Western practices, psychological empowerment has positive and significant impact on the competitive advantages.
Research limitations/implications
This study is mainly based on service sector of Nepal: Banking and Hospital.
Practical implications
This paper is useful to academicians and practitioners seeking to develop psychological empowerment to achieve competitive advantages in their organizations and help to add values in people management areas particularly in South Asian corporations.
Originality/value
This is perhaps the very first investigation of its kind in the Nepalese context.
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Draws attention to the growing importance of learning as a majorcompetitive base, which has given rise to the notion of the learningorganization. Some commentators believe that…
Abstract
Draws attention to the growing importance of learning as a major competitive base, which has given rise to the notion of the learning organization. Some commentators believe that the only source of sustainable competitive advantage is likely to be the ability of companies to learn faster than their competitors. Reviews the literature of strategic change and competition and supports the process view of the impermanence of a firm′s strategic position and the fragility of the bases of competition. Explores the relationships between the learning processes and strategic change, and develops a conceptual framework of a “competitive learning organization” which highlights the current lack of emphasis on the competitive dimension in many models of the learning organization. Proposes a model which promotes learning at different levels in the organization and a learning focus which encompasses the need to understand the dynamics of competitive forces, the satisfaction of change customer needs and the importance of systems thinking.
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