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Ainiyah, Mahfudhotul, and Sonny Rustiadi. "Business Strategy Formulation to Increase Profit of Agung Artomoro Company." International Journal of Management, Entrepreneurship, Social Science and Humanities 3, no. 1 (June 30, 2020): 34–40. http://dx.doi.org/10.31098/ijmesh.v3i1.182.
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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.
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Menéndez Blanco, Juan Manuel, and José Luis Montes Botella. "What contributes to adaptive company resilience? A conceptual and practical approach." Development and Learning in Organizations: An International Journal 30, no. 4 (July 4, 2016): 17–20. http://dx.doi.org/10.1108/dlo-10-2015-0080.
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Purpose This paper aims to explore how companies could adapt to challenges derived from globalization, competitiveness and knowledge-based economy through resiliency as organizational property. It delves to into the factors enhancing the termed nurtured, especially those related to human resources and innovation. Design/methodology/approach The research approach is framed within the long run analysis of the internal perspective of resources and business performance (resources-based model) and the theory of complex adaptive systems. According to these approaches, methods and variables for empirically assess company resilience are proposed. Findings Main findings indicate a considerable contribution of human resources and innovation to company resilience. Besides, adaptive company resilience requires product diversification and productivity. By strengthening and developing nurtured resilience, a company is equipped to quickly recovering after being adversely affected by a shock, withstand shocks and avoid shocks. Practical implications Resilience focus management could be an additional tool for managing the unexpected and also complementary to early warning systems. Originality/value This paper regards resilience as an integrated and overall framework for developing company internal capabilities balancing efficiency and adaptability (and does not consider it, merely, as an add-on).
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Lehtimäki, Hanna, Ville-Veikko Piispanen, and Kaisa Henttonen. "Strategic Decisions Related to Circular Business Model in a Forerunner Company: Challenges Due to Path Dependency and Lock-In." South Asian Journal of Business and Management Cases 9, no. 3 (October 13, 2020): 402–12. http://dx.doi.org/10.1177/2277977920957957.
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Circular economy (CE) entails a radical change in companies because new ways of thinking and doing business are required for value-creation opportunities. There is a lack of empirical studies on how companies themselves see and develop the CE business. Furthermore, the dynamics between the changes required when pursuing a circular business model (CBM) have not been sufficiently studied. This intensive case study examines the strategic business decisions of a forerunner company in CE over 20 years. Questions: What were the strategic decisions related to CE business model in the case company over 20 years? What internal and external factors impacted the strategic decisions and how? Theory: The theoretical framework of this study is built based on CBM strategies and capabilities in the CE business. Basis of the Case: Phenomenon. Type of the Case: An intensive case study of a forerunner company in CE. Protagonist: Not needed. Findings: First, the results of the analysis show that the company engaged in both slowing and closing resource loop business model strategies in the CE market. Second, the results of the analysis imply that the path dependency in the market was too strong, and the company was not able to break the path dependency of the closing loop strategy. Third, the results show that the case company was, however, able to challenge the path dependency and lock-in in the closing resource loop strategy with internal factors that included strategic management capabilities, such as making decisions within the current market conditions, organizational capabilities, such as developing new positions and knowledge, technological capabilities, such as investments on improving and upgrading recycling and waste management, and business model innovation capabilities. Discussions: This study contributes to a call for further research on how companies themselves see and develop CE business. This study sheds light on the ways by which path dependency and lock-in contribute to CBM innovation and can explain a CE strategy failure. Furthermore, this study provides evidence that by drawing on company-internal and company-external factors, a company can challenge path dependency and lock-in and go forward in developing the CE business despite difficulties. For the case company, it was easier to maintain the closing resource loop strategy and stay with the original core business idea of providing recycling and waste management services to construction businesses and selling waste material for energy and heat production than engaging in slowing resource loop strategy. Finally, the results of this study suggest that path dependency theory is useful in projecting future risks in CBM innovation.
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Rahmawati, Nur. "Evaluasi Keunggulan Bersaing Bank XYZ Unit Bisnis Purna Bakti." Jurnal Perspektif 19, no. 1 (February 28, 2021): 83–90. http://dx.doi.org/10.31294/jp.v19i1.9559.
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Abstrak - Bank XYZ dikenal sebagai bank yang memiliki peranan dalam melayani pembayaran manfaat pensiun maupun penyaluran kredit pensiun, khususnya pada unit bisnis Purna Bakti memiliki citra kuat sebagai bank mass market di Indonesia dengan pelayanan yang menggabungkan antara misi bisnis dan sosial. Munculnya beberapa Bank pesaing dalam melayani pembayaran manfaat pensiun maupun penyaluran kredit pensiun menjadikan permasalahan pada Bank XYZ untuk mempertahankan leading position dalam kredit pensiun. Penelitian ini bertujuan untuk mengidentifikasi faktor internal perusahaan dalam mencapai keunggulan bersaing dan melakukan evaluasi keunggulan bersaing pada Bank XYZ Purna Bakti. Peneliti menggunakan analisis internal perusahaan dari aspek sumber daya, kompetensi inti, kapabilitas, dan seluruh aktivitas rantai nilai perusahaan untuk melakukan evaluasi keunggulan bersaing. Hasil dari penelitian ini menunjukkan bahwa perusahaan memiliki sumber daya dengan reputasi tinggi, memiliki kompetensi inti dalam memberikan pelayanan sebagai misi bisnis dan sosial, memiliki kapabilitas tim manajemen yang handal, serta kesatuan seluruh aktivitas rantai nilai perusahaan yang saling mendukung. Perusahaan juga telah melakukan strategi diferensiasi dalam mencapai keunggulan bersaing dari segi pelayanan yang berbeda dibandingkan pesaingnya sehingga memberikan nilai tambah yang bersifat jangka panjang dan sulit untuk ditiru. Kata Kunci: Keunggulan bersaing, Kompetensi inti, Sumber daya, Kapabilitas, Analisis rantai nilai, Diferensiasi Abstract - XYZ Bank, is well known for it’s first rate service to pension in both pension benefit payment and pension loan installment. Purna Bakti unit in particular is highly valued as a mass market bank segment in Indonesia which integrating business and social mission. The challenge going forward is to sustain the Bank’s market leadership position, especially with increasing competition from other banks with same specialization. The research is purposed to analyze internal factor in a company to gain competitive advantage and evaluate this competitive advantage. The method of internal analysis will be used to identify company’s strong point namely core competence, resources, capabilities, and whole value chain activities. The result shows that XYZ Bank has reputable resources, excellent core competence in their services, capable team management, and supportive value chain activities to command in a whole company. The Bank has been successfully implementing differentiation strategy to gain competitive advantage from different service perspective which giving it long-term strong point and making it distinct from another company. Keywords: Competitive advantage, Core Competence, Resources, Capabilities, Value Chain, Differentiation
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Jin, Jun, Zhengyi Zhang, and Liying Wang. "From the Host to the Home Country, the International Upgradation of EMNEs in Sustainability Industries—The Case of a Chinese PV Company." Sustainability 11, no. 19 (September 25, 2019): 5269. http://dx.doi.org/10.3390/su11195269.
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With the internationalization of firms from emerging-markets, the upgradation along the global value chain of emerging-market multinational enterprises (EMNEs) has attracted the attention of academics and industries. However, the role of upgradation of EMNEs in a host country to the transition of EMNEs in the home country is ignored. This study explored how EMNEs from emerging-markets could upgrade their operations in their home countries driven by the transformation of subsidiaries in host countries. An in-depth analysis of Company S was conducted to elaborate on the resources and trigger time a firm needs to transform the function of a subsidiary in the host country, and the upgradation of the firm in the home country during the internationalization process. Research on the internationalization of Company S suggested that with the complementary capabilities and markets as the fundamental basic resources, the industrial crisis triggers the firm’s upgrading in the host country. In addition, the intrafirm (internal) market mechanism makes it possible to sustain the upgrading process without conflicts between subsidiaries. Moreover, synergies will develop through interactions with subsidiaries, owing to complementary capabilities and the internal market. The synergetic development promotes the transition of firms in the home country and emphasizes the complementarity of the manufacturing and engineering service. Finally, this study demonstrates the two-stage international upgrading process, in which the international upgrading of firms in the home country is driven by the development and transition of the subsidiary in the host country, which provides contributions to the internationalization upgrading strategy and process of firms from emerging-markets.
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Moretta Tartaglione, Andrea, and Vincenzo Formisano. "A Dynamic View of Marketing Capabilities for SMEs’ Export Performance." International Journal of Marketing Studies 10, no. 1 (February 27, 2018): 126. http://dx.doi.org/10.5539/ijms.v10n1p126.
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The aim of this paper is to analyse marketing capabilities, through the dynamic capabilities framework, in order to increase understanding of how gradual global SMEs operating in traditional sectors can improve their export performance.The work is based on the exploratory, descriptive, qualitative method of a case study. An Italian SME has been selected on the basis of its export performance and marketing activities. The study has been conducted through secondary data analysis and a semi-structured in-depth interview with the CEO, with the aim of highlighting the relevance of emerging dynamic marketing capabilities connected with international performance.The results show that a SME, which lacks resources for international expansion, can improve its export performance by adapting, integrating, building, and reconfiguring its existing internal and external marketing capabilities for international markets.The principal limitation of this work is that, by analysing a company belonging to the alcoholic beverage sector, where price decisions are often left to importers, it was not possible to analyse dynamic pricing capabilities. This paper offers a contribution to the discussion of the internationalization of gradual global SMEs from the perspective of marketing and dynamic capabilities, missing from the literature, which is mainly focused on the study of multinational and born global enterprises.
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West, Jason, Maiko Chu, Lincoln Crooks, and Matthew Bradley-Ho. "Strategy war games: how business can outperform the competition." Journal of Business Strategy 39, no. 6 (November 19, 2018): 3–12. http://dx.doi.org/10.1108/jbs-11-2017-0154.
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PurposeBusiness wargames represent an alternative approach to challenge organisations to uncover internal capabilities through competitive actions designed to counteract external threats and address strategic mismatches. Internal capabilities uncovered as a result of actions taken during a competitive wargame aims to replicate market conditions found in competitive industries. These outcomes are difficult to achieve using many popular strategy design methods. The purpose of this study is to examine the use of war game-style activities in formulating corporate strategy that incorporate the natural behaviors of the leadership team in creating strategic plans.Design/methodology/approachUsing a case study from the banc assurance industry, the authors review a wargame process composed of two competing teams; the banc assurance organisation and an unincorporated joint venture between a banking institution and an insurance company. The goal of each entity was to develop strategy to improve both customer satisfaction and market share at the expense of each other given a finite set of resources. Success was judged using a simple set of metrics defined by both a consumer team and an independent umpire.FindingsConsumers of financial services are price sensitive and highly brand loyal. Unwillingness to switch brands to a prevailing competitor or other emerging (Fintech) institution persists to a threshold of a price and/or value differential of 15 to 20 per cent. The results highlight potential deficiencies in the proposed banc assurance strategy through the observation of customer behaviours and inefficient resource use.Originality/valueThe wargame approach conducted in a realistic landscape revealed internal capabilities not otherwise evident. The impact of authentic human behaviours in setting business strategy was captured which is very difficult to replicate using more formal scenario analysis and planning.
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Maupa, Haris, Syarifuddin Sulaiman, and Hardinasta Perdana. "IMPROVEMENT STRATEGY OF EXPORT PERFORMANCE IN SOUTH SULAWESI." Mega Aktiva: Jurnal Ekonomi dan Manajemen 8, no. 1 (May 4, 2019): 34. http://dx.doi.org/10.32833/majem.v8i1.78.
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The development of new commodities or products that are in line with market needs is a challenge for exporters. The company's export performance reflects the specific behavior of the company in utilizing and managing resources and capabilities effectively in the context of international competition. This study aims to identify what factors influence the increase in export performance of products in South Sulawesi. This study uses a quantitative approach. The method used is indepth interview (in-depth interview), observation and questionnaire. Researchers are required to risk their ability to study more deeply about strategies for improving export performance. Research location in South Sulawesi. The data collected includes primary data and secondary data. The analysis technique in this study is qualitative descriptive, IFAS (Internal Factors Analysis Summary) and EFAS (External Factors Analysis Summary) analysis and SWOT (Strengths Weaknesses Opportunities Threats) analysis to design an ideal export performance strategy. The results show that strong internal and external environmental conditions can support the development and improvement of export performance for companies. This finding can contribute to exporters to determine strategic planning in improving their performance.
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Nurlita, Meutia Damai, Dian Masyita, and Yudi Ahmad Faisal. "Feasibility Analysis for Investment of Cargo Village Development in Soekarno-Hatta International Airport." Jurnal Manajemen Bisnis 18, no. 2 (April 30, 2021): 223–36. http://dx.doi.org/10.38043/jmb.v18i2.2932.
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The sector of world air cargo industry has become broader becoming one of the most integral parts of the global economy, as a significant airport company in Indonesia, PT Angkasa Pura II (Persero), AP2, builds Cargo Village of the Soekarno-Hatta International Airport to provide the best air cargo service providers to meet the competition in the global market. This research aims to investigate the most suitable Construction Staging scenario of the Cargo Village construction project for investment decision by using business issue analysis and financial analysis. This study uses mixed methodology, a combination of qualitative and quantitative research methods. The qualitative method in this study aims to assess the external conditions and AP2 resources, by TOWS Analysis method. Meanwhile, quantitative research methods are used to conducting Financial Feasibility in form of Capital Budgeting Payback Period (PP), Net Present Value (NPV) and Internal Rate of Return (IRR) for several scenarios of development staging. The result shows that AP2 continuously improves its capabilities and core competencies as the internal strength to balance the threat from outside the company and is prepared to start taking advantage of the opportunity available from the external environment to gain more knowledge to take a new step for comprehensive cargo business. the construction of Cargo Village is feasible to be done by the three scenarios of development staging. This research found that Development scenario of finishing the construction on the main cargo terminal building, which has the biggest investment cost prior to the construction of warehouse and additional services such as perishable and transhipment, gives the best result with the largest value of NPV & IRR and less payback period.
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Mohapeloa, Tshidi. "Effects of silo mentality on corporate ITC’s business model." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1009–19. http://dx.doi.org/10.1515/picbe-2017-0105.
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Abstract Background & orientation: The existence of silo mentality has direct effect on the business model used by any ITC company. Its contribution slows service delivery whilst increasing customer’s despondency. However mitigation could help overcome barriers within divisions, improve customer experience and increase productivity. But when different units as components of a company fail to integrate, collaborate and work together to achieve a common objective goal, not only are performances affected but also operations at all levels. A business model canvas can help determine how a company intends to create value for customers whilst it makes money. Thus deliverance of an effective value proposition for efficient customer needs, can be affected through silos. Purpose: This study explore the effects of silo mentality within an ITC company (at organisational level) using the 9 elements of the business model canvas as framework. Methodology and research questions: As an exploratory study qualitative methods were used where in-depth interview questions looked at how silo mentality within the organisation affects the core business model elements and why. Twelve participants were selected from an enterprise business unit through a convenience sampling method. Content analysis helped with the development of core themes that looked at the how silos affect each element (process) and why (meaning). Findings: Silo mentality affects not only the individuals but team, products, value proposition, relations with partners, customers, stakeholders. Thus undermines internal capabilities and key resources. Absence of teamwork within the divisions leads to conflicts which delays achievements of common goals. Bottlenecks affect inter-divisional progress and relations, customer output and relations and compromise the quality of service. Implications: Silo mentality is a bottleneck that not only weakens firms’ capabilities and growth potential but destroys any value created by the firm.
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Ariyani, Widya, and Arief Daryanto. "Operationalization of Internal Analysis Using the VRIO Framework: Development of Scale for Resource and Capabilities Organization (Case Study: XYZ Company Animal Feed Business Unit)." Asian Business Research Journal 3, no. 1 (2018): 9–14. http://dx.doi.org/10.20448/journal.518.2018.31.9.14.
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Anatolievna Molodchik, Mariya, Elena Anatolievna Shakina, and Angel Barajas. "Metrics for the elements of intellectual capital in an economy driven by knowledge." Journal of Intellectual Capital 15, no. 2 (April 8, 2014): 206–26. http://dx.doi.org/10.1108/jic-08-2013-0091.
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Purpose – The purpose of this paper is to explore the plausibility of six elements of IC and justify the measurement ability of a set of indicators based on publicly available data for each of the proposed element in order to provide tools to managers for their decision-making process in knowledge management (KM). Design/methodology/approach – Core company's intangibles are combined into six intellectual capital (IC) elements that appear after the division of each of the traditional components (human, structural and relational capital (RC)). The human capital includes management and human resources capabilities (HRC). Structural capital is divided into innovation and internal process capabilities (IPC). RC contains networking capabilities and customer loyalty. In drawing on the relevant literature each element is described through a set of indicators collected from publicly available data. The validity of proposed IC model is justified through structural equation modeling. Each element is tested on a sample of more than 1,650 listed European companies over the period of 2004-2011. Findings – The study gives empirical support of three component IC structure and its decomposition into second level. The findings reveal that implementation of KM plays a significant role for HRC as well as for IPC. Research limitations/implications – The analysis was conducted for a particular sample that may restrict the conclusions. Practical implications – The proposed measurements for intangibles can be applied by any company for benchmarking and comparative analysis in KM. Originality/value – The study provides empirical justification of metrics for intangibles allowing a better route in an economy driven by knowledge.
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Петренко, Людмила А. "ФОРМУВАННЯ КОНКУРЕНТНИХ ПЕРЕВАГ ПІДПРИЄМСТВ НА ОСНОВІ ІННОВАЦІЙ В УМОВАХ ЕКОНОМІКИ ЗНАНЬ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 141, no. 6 (July 14, 2020): 47–59. http://dx.doi.org/10.30857/2413-0117.2019.6.5.
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The article explores the role of innovations in enhancing business competitiveness. An emphasis is put on rapidly growing need for innovations in modern economic realia. It is argued that innovations are critical for raising enterprise capitalization, in particular, while business is expanding the effect from innovations is also increasing, thus spurring innovation processes within companies. The mechanism of innovation effects on company financial performance is mediated by the market which shapes competitive advantages. Accordingly, the specified mechanism for developing competitive advantages for businesses based on innovation is crucial for value creation. Given that in the knowledge economy environment the organizational learning has become a key driver for development, it is assumed that the organizational learning capability triggers its capacity to generate innovations which in turn contributes to gaining competitive edge and market success in the future. Accordingly, this study aims to determine the key components in the process of building competitive advantages based on innovation in the contemporary knowledge economy settings. In the frameworks of this study, an in-depth analysis of scholarly publications in the area of competitive advantage theory and innovation has been carried out. To attain the research objectives, the methods of analysis and synthesis were applied. A nexus that underpins the basis for developing a unified synthetic theory of innovation-based competitive advantages is the resource-based view (RBV) along with its derivative, the dynamic capability-based view (DCV). The study findings have identified a range of factors that have strong influence on creating competitive advantages for a company based on innovations in a knowledge economy. Among them are the following: firstly, entrepreneurship as a driving force for innovation, the search for new combinations of resources (combinatorial capacity) and further development of competitive advantages; secondly, organizational learning, which in terms of the dynamic capabilities theory could be interpreted as "learning capabilities" in such priority areas for an innovative business as: 1) learning capability based on comprehension of previous experience and using it to develop innovations; 2) the capability to learn in the process of interaction with key stakeholders (partners, suppliers, consumers, competitors) and implementation of ideas gleaned from such interaction to create innovations. The research results provide evidence that companies with effectively developed internal entrepreneurship practices and innovation policies as the key areas of their competitive strategy should also design and boost a set of dynamic capabilities (learning capabilities) that will contribute to enhancing innovative development and gaining sustainable competitive advantages in the future.
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Prashar, Anupama. "THANKYOU: from waste to resource." Emerald Emerging Markets Case Studies 9, no. 1 (January 18, 2019): 1–21. http://dx.doi.org/10.1108/eemcs-03-2018-0038.
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Learning outcomes The case helps to introduce some of the elements of strategic management process, which are vital for competitive advantage, particularly for the public utility services such as MSWM. It intends to achieve the following objectives: analyse the external environment for MSWM industry in India; analyse the internal organizational environment for a firm’s strategic competitiveness; introduce the concept of value and value chain understand the role of Stakeholder groups; understand the concept of public–private partnerships (PPP); and understand the role of technology in sustaining a competitive advantages. Case overview/synopsis This case focuses on entrepreneurial venture of Gaurav Sharma and his team who intend to transform the landscape of Municipal Solid Waste Management (MSWM) industry in the country. THANKYOU (letsthankyou.com) is a Jaipur, India-based enterprise offering waste management solutions across different verticals. It was founded in 2016, following an opportunity in the waste management industry unleashed by the Government of India’s (GOI) new MSWM 2016 rules making it mandatory for the waste generators to manage (segregate, process, transport and disposal) their own waste. After initial examination of MSWM service scenario in the country, Gaurav and his two team members realize that a lack of integration among the multiple entities of waste management value chain is the root cause of the current poor state of affairs. So, they come up with an online marketplace, which offers a one-stop solution for the waste management of general households, residential settings and corporate. With initial projects implemented in the decentralized mode offering unit-level services such as door-to-door waste collection, on-demand waste pick-up and waste audits for corporate, the company has eventually got an opportunity of working on a centralized MSWM project for a leading hotel. Indeed, the company has the first mover advantage of entering the government controlled MSWM industry. However, to move forward, the THANKYOU team must address some fundamental issues in the industry: How to integrate the informal and formal sectors involved in waste management to achieve economies of scale? How to make land-filling the least preferred option of waste management? How to use technology to enhance the efficiency of MSWM value chain? Complexity academic level The case can add value to a course on strategic management at the post-graduate level. It highlights the role of external and internal environment analyses in the formulation of business strategy, ultimately leading to a firm’s strategic competitiveness. In a strategic management course, the case can be used to discuss introductory topics such as the analysis of internal and external environment; value creation by leveraging internal resources and capabilities; analysis of a firm’s dependence on its stakeholder groups; ascertainment of the profitability driver for a firm’s business model; and the concept of PPP. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy
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Simbolon, Freddy. "Perbandingan Sistem Pengukuran Kinerja Perusahaan." Binus Business Review 6, no. 1 (May 29, 2015): 91. http://dx.doi.org/10.21512/bbr.v6i1.991.
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Corporate performance is a measure of the level of success in managing resource company to create value for share holders and stakeholders. Many of the company's performance measurement system can be used, but the future of performance measurement systems are no longer limited only to the measurement of financial performance, yet more comprehensive and integrated to non-financial aspects of the coverage of measurements on the internal and external environment. There are three performance measurement system that meets these criteria is the BSC, IPMS, and Prism. This research method is using descriptive method of analysis. This study aims to assess the three systems that get the best system to choose. All three systems have advantages and disadvantages, so the best option is a performance measurement system compatibility with the company'scondition and capabilities of decision makers.
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Титикало, Володимир С. "СУТНІСТЬ ТА ХАРАКТЕРИСТИКИ ПРОЦЕСНО-ОРІЄНТОВАНОГО УПРАВЛІННЯ ЕКОНОМІЧНИМ ПОТЕНЦІАЛОМ ПІДПРИЄМСТВ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 143, no. 1 (July 14, 2020): 93–107. http://dx.doi.org/10.30857/2413-0117.2020.1.9.
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The article explores the nature and essential characteristics of process-based management of enterprise economic potential in the frameworks of system analysis of the current approaches and critical thinking to the development of modern economic theory. A retrospective analysis of the research studies over the past two decades has provided insights into the nature of an ‘economic potential’ concept and has revealed a shift of focus in understanding and interpretation of the given category. It is emphasized that modern scholarly publications demonstrate evidence of extensive research on various aspects of the economic potential concept and fundamental differences in the above term interpretations, however, the application of structural analysis would greatly enlarge the research scope, in particular, will enable to identify the four basic dimensions: the level and functionality of resources, their value-based perspective, along with the focus to production outcome or a transformation process. Through the realization of such approach, a company will get an opportunity to build an up-to-date action plan trajectory; accumulate the necessary range of resources, skills and capabilities, where company business processes of sustainable operation and development are designed to ensure their close interaction, clear manner and consistency. An in-depth literature review to summarize numerous academic viewpoints has provided for identifying a business process as a set of interrelated activities that have their entry and exit points, specific interfaces, and organizational structure. Through a number of functions, they effectively design a range of actions and perform tasks to ensure well-ordered operation, thus producing results (production outcomes) that have value to a customer. A thorough study on modern companies’ economic potential provides argument that it is the business process that creates opportunities to shape its capacity to manufacture competitive products to meet customers’ needs. These companies understand the vast potential sustainable development provides that translates into the growing need to design their own strategic indicators to ensure common and effective structure and organizational pattern of business processes. In this context, such factors as the company size, price or other indicators are becoming paramount. Companies always strive for attaining better performance, thus it is critical to develop a reasonable ranking methodology to manage fundamental and auxiliary business processes, as well as the company internal efficiency. This study has deployed commonly accepted indicators of quality assurance affected by economic potential factors through active interaction between company business processes, technology, human resources, management, information, knowledge, etc. The research findings have revealed the specifics of a certain shift in business management associated with the transition from functional management approach to process-based management. Accordingly, the economic potential is viewed as a network of interconnected decisions and processes. Since the main characteristics of the economic potential are the structure of business processes and the relationships between them at different levels which accommodate the important phases of business planning, control and adjustment to changing environment, the ultimate benefit a company obtains is the relevant toolkit to ensure effective business development.
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Kumar, Arun, and Meenakshi Nagarajan. "Infosys Limited: is it still the Indian IT bellwether?" Emerald Emerging Markets Case Studies 3, no. 7 (November 20, 2013): 1–29. http://dx.doi.org/10.1108/eemcs-06-2013-0071.
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Subject area Strategy. Study level/applicability MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case overview Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies. Expected learning outcomes The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Gerasimenko, Olga Aleksandrovna, and Boris Aleksandrovich Tkhorikov. "Content analysis, key events and approaches of geomarketing in market strategic planning system." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 3 (September 30, 2020): 79–86. http://dx.doi.org/10.24143/2073-5537-2020-3-79-86.
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The article presents the results of a study of strategic business planning (a compromise between resource capabilities and competencies and skills of strategy implementation) in modern conditions of economic development. Strategic planning is understood as long-term planning with elements of foresight for building a system of partnerships for the future development of the company. The classical stages of the formation of strategic planning are generalized (budgeting and control - analysis of external conditions; long-term planning - extrapolation of business trends; strategic planning - the focus of scientific attention is shifted to the internal environment of the organization; strategic market management - ignoring external and internal criteria), the focus of scientific attention is in the area of strategic marketing analysis and the peculiarities of the application of its methodology and tools in business planning (policy, strategy, tactics, operational control). The current problems of entering the market have been systematized, including: a high level of business competition, a large number of homogeneous companies offering an approximately similar / homogeneous list of goods / services, practically no barriers to entry into the market, the effective implementation of which requires a reasonable choice of sustainable strategies and a scientific approach to determine the optimal place of sale. Geomarketing is a special element in the implementation of competitive strategies, as a tool for flexible response, integration into the system of strategic planning and improvement of marketing approaches and theories. There have been generalized the marketing theories (spatial, neoclassical) and indicated geomarketing milestones (natural trade near major roads and places of residence of people; development of production processes and complication of partnerships; focus on the accumulation and number of customers, traffic; development of urban agglomerations, landmark on developed infrastructure).
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Ślusarczyk, Stanisław. "Financial Factors Influencing the Development of Product Innovations in Polish Small and Medium Enterprises." Studia Humana 10, no. 3 (June 1, 2021): 42–52. http://dx.doi.org/10.2478/sh-2021-0017.
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Abstract The development of product innovations in small and medium enterprises is determined mainly by their financial capabilities. These enterprises usually encounter financial problems when it comes to the introduction of product innovations. Therefore, managers should manage the company’s finances in the way that will enable them using all available means to solve these problems. This means that they ought to use external financial resources to a greater extent (not only in the form of loans). The article focuses on the financial conditions for the development of product innovations in small and medium enterprises, while other forms of innovation are omitted. Product innovations are given the highest priority by mentioned companies. The analysis covered the years 2010-2017. The case study allowed to present changes in this most important form of activity for enterprises in the SME sector during the analyzed period For the purpose of this paper, large companies have also been included in the study in order to extend the comparative base. . In the article there were used data published by GUS, NBP, PARP, Eurostat. The article presents the following thesis: The innovative activity of Polish enterprises takes mainly the character of product innovations, which often require large financial outlays. Two hypotheses were used to verify the thesis: HPT1: The increase in the outlays of enterprises on technical progress and on research and development works (R&D) leads to companies' own the development of product innovations. HPT2: The resources are the main source of financing for product investments. Due to the greater capacity of large companies to spend on R&D, they are more active in product innovation than small companies, whose financial resources are significantly limited. Broader implementation of product innovations in SMEs requires wider access to finance and greater involvement of many participants. In order to be able to take advantage of all possible opportunities to renew the production programme, the company should ensure appropriate internal and external integration in the management of the process.
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Nohong, Mursalim. "The moderating effect of efficiency and non-market capability in relationship between government involvement and resources to performance of water supply companies (PDAM) in Sulawesi, Indonesia." International Journal of Law and Management 60, no. 2 (March 12, 2018): 402–12. http://dx.doi.org/10.1108/ijlma-11-2016-0117.
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Purpose This paper aims to investigate the moderating effect of efficiency and non-market capability in the relationship between government involvement and resources to performance of water supply companies (PDAM) in Sulawesi, Indonesia. Design/methodology/approach This paper is explanatory in nature, i.e. it explains the relationship (causality) between the external environment variables (government involvement), internal environment variables (resources and non-market capabilities) and the performance of taps in Sulawesi through hypothesis testing. The research was conducted in six provinces in the northern peninsula of Sulawesi Island: North Sulawesi Province, Gorontalo Province, Central Sulawesi Province, Southeast Sulawesi Province, South Sulawesi Province and West Sulawesi Province. The research was undertaken from September 2011 to December 2011. The analysis unit in this research was PDAM, while the research population was the regional water company (PDAM) in Sulawesi. A quantitative approach was used for data analysis, i.e. variance-based inferential statistical analysis with structural equation modeling, known as partial least squares, with variable non-market capability acting as a moderating variable. Findings Government involvement has a significant and positive effect on the performance, indicating that the higher the government involvement, the higher the performance of a company. Efforts to reduce water loss level for PDAM is a strategic move, as they are associated with PDAM’s stakeholders. Water loss will lead to poor customer service, low contribution to the acceptance of regional governments and failure to meet natural conservation programs. On the other hand, to reduce the water loss level, considerable capital is needed for investment, for example, to finance the installation and repair of pipelines, pumps, mains water meter, customer water meter, the cost of water treatment, fuel costs and the expansion of the water source. In general, PDAM in Sulawesi still has problems in terms of expansion because of the lack of funding sources; hence, the role of regional government as the owner is expected, both in the form of financial aid and the tariff adjustment. The government should be in favor of thorough development of drinking water, as embodied in the form of finance, budget commitment and the commitment to the development of PDAM. Research limitations/implications The limitations of this study are that the data used in this study are cross-sectional, so they only describe the condition at a particular time. Also, the sample was limited to Sulawesi taps; therefore, to generalize the findings, a larger sample needs to be considered. Practical implications The practical implications of this study are that development of water supply company cannot be separated from the government’s involvement as one of the stakeholders to improve corporate performance, especially through financial assistance. In connection with it, a board of directors or management of PDAM in every department of a company constantly works on government involvement, especially financial aid to fund or investment fund sharing, to improve service to customers. Such activities run a company aimed at achieving efficiency with emphasis on the efficiency of production and distribution capacity by managing the leakage rate, the emphasis on labor costs by keeping the ratio of employees ideal, the emphasis on aspects of the supply and distribution through control of water resources and water meter mains and water customers and an emphasis on the use of raw materials or chemicals with attention to the quality of raw water. Social implications The social implications of this study are that government interventions are supported by the availability of resources according to the needs able to create efficiencies that have an impact on improving the performance of taps. Companies performing well can operate optimally in providing drinking water that meets health standards. In addition, the performance achieved allows the taps to embody the organization’s mission as a creator of jobs and local revenue for local governments. Originality/value Originality for this paper shows the moderating effect of efficiency and non-market capability in the relationship between government involvement and resources to PDAM. The originality also includes the location of this study (six provinces in the northern peninsula of Sulawesi Island: North Sulawesi Province, Gorontalo Province, Central Sulawesi Province, Southeast Sulawesi Province, South Sulawesi Province and West Sulawesi Province) as no previous research has investigated this relationship in this geography.
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Meifilina, Andiwi. "Strategi Komunikasi Pemasaran dalam Pengembangan Pariwisata Kabupaten Blitar Pada Penggunaan Aplikasi Amazing Blitar." Jurnal Komunikasi Nusantara 2, no. 2 (November 25, 2020): 81–91. http://dx.doi.org/10.33366/jkn.v2i2.54.
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The purpose of this study is to determine the marketing communication strategy in the development of regional tourism in Blitar using the Amazing Blitar application. This study uses descriptive qualitative research method, with documentative data collection technique. The result showed that the use of STOP SIT marketing communication strategy in marketing communication strategy in the development of tourism in the Blitar in the use of Amazing Blitar application, namely Segmentation, Targeting, Objectives, Positioning, Sequence of Tools, Integrating, Tools. In the marketing communication strategy in the development of tourism in the Blitar area, the use of the Amazing Blitar application continues to be studied to determine the strengths and weaknesses of the Amazing Blitar application, identifying all opportunities and obstacles or threats faced. Marketing promotion or development programs are prepared by considering various aspects and analyzing the target market, namely tourists from both within and outside Blitar. In the STOP SIT marketing communication strategy must be a planning which is an introduction to the problem, namely an analysis of the external and internal environment which produces several main problems or weaknesses, strengths, threats and opportunities. So that in the STOP SIT analysis, it is better if you also know the problem or obstacle or strength that the company has, both in terms of human resource capabilities, technology applications, facilities, capitals, and networks.
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Scarpellini, Sabina, Raquel Ortega-Lapiedra, Miguel Marco-Fondevila, and Alfonso Aranda-Usón. "Human capital in the eco-innovative firms: a case study of eco-innovation projects." International Journal of Entrepreneurial Behavior & Research 23, no. 6 (October 2, 2017): 919–33. http://dx.doi.org/10.1108/ijebr-07-2017-0219.
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Purpose The purpose of this paper is to explain the influence of human capital (HC) on the organizations in terms of eco-innovative entrepreneurship, and the existing relations of these resources with economic and financial resources as well as other capabilities of the firms. A secondary challenge in the research is to define and measure the availability of HC in firms for those eco-innovative processes. Design/methodology/approach The targeted population for the study was eight eco-innovative companies in Spain. Within each company, a detailed CEO questionnaire was collected to measure HR information, certification or the existence of internal initiatives to promote eco/innovation, and secondary source records to measure economic and financial performance. This data collection strategy eliminated the possibility of percept-percept bias, since the data for each stage of the model were collected from different sources. The database has been analyzed through a qualitative comparative analysis (QCA). Findings The main conclusion from the QCA analysis indicates that the role of the specialized HC involved in the R&D and innovation activities, the environmental management of firms and the resources (energy) management are relevant factors in the eco-innovative process and they have to be specifically managed for the development of eco-innovations. The qualitative analysis shows that firms that devoted specialized HC to the eco-innovation activities are companies at least ten years old, which have R&D and innovation departments as well as a specific department for the environmental management. They have been certified through some environmental certification standards, have human resources devoted to the product design, promote entrepreneurship for innovation among their own employees and also have higher than the sector average rates of leverage. Research limitations/implications The main limitation of this paper is linked to the number of analyzed study cases, although all of them are sufficiently representative. Nevertheless, given that the empirical research addressing the interrelated factors of eco-innovation and HC is still not abundant, this study provides an interesting starting point for discussion and the improvement of the qualitative method applied in this paper. Moreover, further research is still needed to fully elucidate how the corporate entrepreneurship is promoted to respond to the eco-innovation strategy of firms, as well as to deeply explore the characteristics of the intellectual capital concerned to the eco-innovation processes. Originality/value As a novel application, the influence of HC in organizations in terms of eco-innovative entrepreneurship has been analyzed through the measurement of the level of HC specifically devoted to eco-innovation in eight eco-innovative companies. One of the contributions of this study is to define the variables to measure the HC that is available for eco-innovation in an eco-innovative firm. The main conclusions are of interest to practitioners concerning the eco-innovation development in firms.
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Saxena, Manisha, and Subrata Kumar Nandi. "Seeking the next wave of growth in a dynamic business environment: a case for Nitor Infotech Pvt. Ltd." Emerald Emerging Markets Case Studies 9, no. 1 (May 23, 2019): 1–37. http://dx.doi.org/10.1108/eemcs-09-2017-0232.
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Learning outcomes The learning outcomes of this study include: recognizing the strategic inflexion points and related business and strategic perspectives in the life of an organization; understanding sources of sustained competitive advantage and connect it with resource-based view for internal analysis; applying dynamic capability theory to identify capabilities that help an IT company stay relevant in an IT sector characterized by VUCA (an acronym for volatility, uncertainty, complexity and ambiguity) environment; analyzing the multi-dimensional and multi-contextual challenge an organization faces, or is likely to face, in the foreseeable future and the possible ways it addresses or should address them; evaluating strategies adopted at various points of an organization’s journey for their effectiveness; and helping a company co-create value for its customers. Case overview/synopsis This case of Nitor Infotech Private Limited (Nitor), a mid-sized software product outsourcing company, outlines its decade-long journey, highlighting its achievements. While the company has consistently grown by leveraging its expertise in software product engineering and its domain knowledge in the healthcare segment, it entered into a stage of its life cycle where it had to develop a long-term strategy to effectively compete in the product engineering market. Nitor’s strategy was built around product engineering and outsourced product development. The two major choices for a software company were either to develop its own product and thereby own the intellectual property (IP) or to develop modules which would be part of a product that would be owned by a client. In the latter case, the IP would be held by the client. So far Nitor chose to follow the second option by developing components for its client’s products. Although this strategy allowed it to develop expertise in a particular domain, and serve different customers in a particular market, the chances of a competitor attacking its position was high. On the other hand, if it developed its own product, it can create its own brand name and can sell packaged software to several different customers. However, the challenge with the latter is that the cost of marketing could be very high. The choice for the company in the future is to decide on selecting a specific strategy to expand its international business. Complexity academic level This case is appropriate for an undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Knowledge of management fundamentals is not a prerequisite but is desirable for case analysis. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy
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Likhota, Oleksandr. "FEATURES OF ENTERPRISE DEVELOPMENT MANAGEMENT BY INDICATORS OF IMBALANCES." Three Seas Economic Journal 1, no. 2 (December 8, 2020): 19–24. http://dx.doi.org/10.30525/2661-5150/2020-2-4.
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The paper considers the model of enterprise development management taking into account imbalances, which allows to improve its quality in the short and long term. It is proved that the development and operation of special management functions, the implementation of strategies in the proposed set of measures improves the quality of management in terms of imbalance in the direction of achieving or maintaining the development of the enterprise. It is shown that in order to prevent the risk of losses from imbalances it is necessary to use monitoring, which will identify factors of economic imbalance of enterprise development indicators and identify trends, and the result of its use is to take into account early signals and ensure timely implementation of enterprise development strategy. Attention is drawn to the fact that the system of diagnostics of imbalances is characterized by various objects and subjects involved in this process, and its object is a complex highly organized dynamic system and its elements. Such work on the diagnosis of imbalances should be carried out by the analytical services of the enterprise, and in the absence of specialists with sufficient knowledge and experience it is possible to purchase analytical services in consulting firms. Attention is drawn to the fact that the initial stages of the technology of management decisions are the development of a system of measures, collection of initial information about the situation in the company, morphological analysis of external and internal environment, search for options to avoid imbalances. In order to assess the possibility of implementing strategic directions, it is necessary to distribute them according to the level of priority, adequacy of resource potential, lack of funds, which becomes an incentive to increase the economic stability of the production enterprise. Management actions to prevent imbalances in corporate governance should be carried out at the expense of internal resource potential, and depending on the availability of resource and management capabilities, the following types can be used: management: organization; consulting management; crisis management.
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Lungu, Miruna Florina. "Achieving strategic agility through business model innovation. The case of telecom industry." Proceedings of the International Conference on Business Excellence 12, no. 1 (May 1, 2018): 557–67. http://dx.doi.org/10.2478/picbe-2018-0050.
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Abstract As we are part of a dynamic world oriented towards change and flexibility, the society becomes more eager to be connected and updated to the latest news. Within this context, the purpose of the current paper is to focus on the tactics the companies use in order to achieve strategic agility in the telecom industry. The study aims to seek and analyzes which are the reasons which support the telecom industry to remain innovative and competitive on the market Therefore in order to align to the exponential trend of the market for innovation, we should have an overview picture of internal capabilities of the organization like human resource, technological advances or innovation. Further on, the literature review strengthens the significance companies place on decisions which keep alive their sustainability. Many studies claim that in order to deliver top results, an organization must be aware and fully exploit its major drivers of success. The paper will bridge the literature review with a realcase analysis. We will use a survey based on a sample of companies operating with the telecom market which will be shared at different levels of the business from stakeholders to top management. The results are meant to lead to a set of findings which influence the companies in being agile on the market. The outcome might serve as a reference point for the ones interested to set up a company within this industry or who are conducting research on this subject.
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Zhuk, Valerii, Iryna Zamula, Dmytro Liudvenko, and Yevheniya Popko. "Development of non-financial reporting of agricultural enterprises of Ukraine." Agricultural and Resource Economics: International Scientific E-Journal 6, no. 4 (December 20, 2020): 76–89. http://dx.doi.org/10.51599/are.2020.06.04.05.
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Purpose. The purpose of the study is to develop non-financial reporting of medium-sized agricultural enterprises of Ukraine through the definition of the main activities of the enterprise, which are subject to disclosure in non-financial reporting, to meet the information needs of internal and external stakeholders of such enterprises.
Methodology / approach. The research methods are based on dialectical and systematic approaches to assessing the current state of non-financial reporting of Ukrainian enterprises. Methods of analysis and synthesis are used to determine the main activities of agricultural enterprises, which are subject to disclosure in non-financial statements, based on requests from interested users. To obtain data on information requests of internal stakeholders of the surveyed enterprises, continuous initial observation was applied, and external sample holders were subjected to continuous sample observation. Internal (in particular, the population units are employees and owners) and external (in particular, the population units are contractors, consumers, creditors, investors, government agencies, NGOs) stakeholders are selected as the object of observation.
Results. According to the results of the study, in the formation of non-financial reporting agricultural enterprises of Ukraine should pay special attention to areas of activity that are of greatest interest to stakeholders: development and improvement of working conditions, investment in regional development, respect for human rights, implementation of CSR programs in the supply chain. The main activities of the company, which are subject to disclosure in non-financial reporting, provide an opportunity to meet the information needs of internal and external stakeholders.
Originality / scientific novelty. Failure to meet information needs of both internal and external stakeholders of agricultural enterprises has necessitated the improvement of organizational and methodological approaches to the formation of non-financial reporting of agricultural enterprises by identifying the main activities of the enterprise to be disclosed in non-financial reporting. The use of these areas creates an opportunity for stakeholders to obtain data that provide integrated information on the activities of agricultural enterprises.
Practical value / implications. Disclosure of information in accordance with certain main activities of the enterprise will reduce the cost of users to obtain, process and systematize data, which will reduce inefficient use of resources in the preparation, substantiation, implementation and evaluation of economic decisions, as well as increase analytical capabilities for its use in the interest of stakeholders. The identified main areas of activity can be used as a basis for developing a long-term strategy for the formation of non-financial reporting of the agricultural enterprise, which will simplify the preparation of information for its full disclosure. This will increase the level of transparency of enterprises and will serve as a tool for building their positive reputation.
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Ndung’u, Catherine W., and Dr Vincent Machuki. "COMPETITIVE STRATEGIES ADOPTED BY PLAYERS IN THE BEER INDUSTRY IN KENYA." Journal of Business and Strategic Management 1, no. 1 (October 14, 2016): 34. http://dx.doi.org/10.47941/jbsm.8.
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Purpose: The focus of this study was on assessment of competitive strategies adopted by players in the beer industry in KenyaMethodology: The study adopted a cross sectional descriptive survey research design. There are 11 players in beer industry operating in Kenya. The research therefore took the form of a census study covering all the players in the beer industry in Kenya since the population of 11 firms was considered small enough. Eleven questionnaires were given out though only 10 were considered fit for data analysis. Data was analyzed using descriptive statistics.Results: Findings indicated that players in beer industry in Kenya were faced by several forces that shape competition. These included competitive rivalry, threat of new entrants, bargaining power of suppliers and customers, globalization, regulation and information technology. Players in beer industry in Kenya used cost leadership strategy as a competitive strategy since they attempt to reduce their operational costs in order to deliver the product at the lowest prices. It was also possible to conclude that players in beer industry in Kenya use differentiation as a competitive strategy since they have invested in product research. Players in beer industry in Kenya also used focus as a competitive strategy since they have products for different types of consumers. It was also possible to infer from this study that players in beer industry in Kenya used value disciplines as a competitive strategy.Unique contribution to theory, practice and policy: The study recommended that players in beer industry should carry out constant environment scanning so as to be able to identify the various forces that affect their operations. In addition, they needed to adopt strategic planning as a tool for planning against any unforeseen events that may destabilize the operations of the company. Finally, it was recommended that these players needed to continue using the various competitive strategies. However, they also needed to factor in the concept of strategy fit by considering the internal capabilities and resources of the firm.
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Supriyadi, Supriyadi. "Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance." International Business Research 10, no. 10 (September 25, 2017): 209. http://dx.doi.org/10.5539/ibr.v10n10p209.
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The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with interview to manager and director with total number of responden 345 respondents and all hypothesis accepted and positive effect to this research. the conclusion of this reserach are : (1). resources affect sustainable competitive advantage; (2). dynamic capabilities affect sustainable competitive advantage; (3). resources affect the firm's performance; (4). dynamic capability affects the firm's performance; (5). sustainable competitive advantage affects the company's performance; (6). resources and dynamic capabilities together affect sustainable competitive advantage; (7). resources, dynamic capabilities and sustainable competitive advantages jointly affect the company's performance the effect of resource, dynamic capability and sustainable competitive advantage simultaneously on company performance is positive and significant, with sustainable competitive advantage variables having the most dominant influence on firm performance. this shows that positively improving the effectiveness of resources, dynamic capabilities and sustainable competitive advantage will result in improved corporate performance.
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Komskienė, Diana, and Kristina Bobinaitė. "SPORT SPONSORSHIP AS A STRATEGIC TOOL." Laisvalaikio tyrimai 2, no. 4 (2014): 1–10. http://dx.doi.org/10.33607/elt.v2i4.209.
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Research background. Sponsorship and sports marketing have been in existence for years and now have been greatly expanded and developed. Organizers of major events can hardly expect to receive some funds without expecting to give something back in return. Historically, sponsorship originated as an inexpensive addition to the marketing mix and was perceived as a philanthropic endeavour. In other words, corporations classified sponsorship as a donation and it was not considered a ‘marketing expense’, but nowadays it has changed significantly (Abiodun, 2011; Seguin et al., 2005). The attitude changed with regard to sponsorship when corporations began searching for a return on investment from donations made to various organisations (Meenaghan, 1991; Ramanantsoa, Thiery-Balé, 1989; Wilkinson, 1993). This came after a substantial increase in resources allocated to sponsorship, meaning that sponsorship became increasingly recognised as a valid promotional tool, a business expense that needed justification in the form of Return On Investment (Seguin et al., 2005). In addition, we have to keep track of constantly changing information. Nowadays, sponsors are increasingly more strategic in their approach to seeking value from sponsorship opportunities. Therefore, it is meaningful to understand that sponsorship is beneficial for both sides. Sponsorship proposals, for sport organizations, can help to achieve investment opportunities for business enterprises. For sponsors themselves, sponsorship can achieve even the most important company goals, such as access to a new marketplace, increased sales, (which directly will bring the capability of an organization to grow), increased popularity, strengthened image. Nowadays, sponsors are increasingly more strategic in their approach of seeking value from sponsorship opportunities. Furthermore, it is very important to understand how sponsors decisions will affect all of the organization in a strategic prospect. This could take us to a better comprehension of the key areas to be considered in the development of sponsorship proposals. Many of sports sponsorship proposals are counterproductive, because not taking into account the existing relationship between sponsorship and companies strategies. Results and findings. Organization situation is the firm’s goals, capabilities and resources. In organizations one of the most important strategic goals is to increase popularity, strengthen the image, achievement on the new market segment resources (Mitchel et al., 2013; Lane, 2009). The company can be sponsoring sport events which can bring new markets to it, positioning against competitors and other objectives. Product – market situation is the product category comparison new to the marketplace, growing, maturing or declining (Lane, 2009). Sponsoring can help achieve new marketplace, increase in sales which directly will bring capability of the organization to grow. A company involved in sports sponsorships can send instant messages to millions of potential buyers, generate community goodwill part, but most importantly it can increase market share and profit (Bocse et al., 2012). Competitive situation is how many competitors there are. What are their characteristics and marketing methods (Lane, 2009)? In essence, sport sponsorship has become a powerful marketing strategy used by firms to communicate with vast external and internal audiences to differentiate themselves from competitors (Cornwell, 2008), with the ultimate goal to orienting consumer’s preferences toward sponsors’ products (Barros, Silvestre, 2006) (Biscaia et al., 2013). Companies that are able to successfully tap into a consumer’s psychological connectedness with a sports team and can become more meaningful to that consumer (Henseler et al., 2011), what makes benefits and extension for brands and relationship. Environmental situation is what industry-wide and company–specific environmental opportunities and threats are most important (Mitchel et al., 2011; Lane, 2009). Quinn defines strategic decisions as “those decisions that determine the overall direction of an enterprise and its ultimate viability in light of the unpredictable and the unknowable changes that may occur in its most important surrounding environments.” (Shank, 2009, p. 342). It is a two-way street for both the sports entity and the sponsoring organization whereby the latter, tends to associate itself or its brands with the positive images obtained by the unique personality of the sporting event (Abiodun, 2011). The advantage of image building, promoted in a long term strategy, lies in the impact it has on an audience – target accurately determined because of the fittest event (Bocse et al., 2012). In our research we define the scope of effect of sport sponsorship on sponsors and reveal the sports sponsorship opportunities and links in sponsors’ strategic planning. The research method is content analyses and systemizing based upon theoretical framework. Keywords: sponsorship, sport sponsorship proposal, strategy.
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Pedrosa, António José Pinto, and Fernando Manuel Pereira Oliveira Carvalho. "Analysis of Foundations of Resource-Based Theory." Revista Ibero-Americana de Estratégia 13, no. 2 (June 1, 2014): 10–24. http://dx.doi.org/10.5585/ijsm.v13i2.2092.
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The assumptions of the resource-based theory (RBV) are often tested using an approach centered on the heterogeneity of resources, allowing only identify specific resources or capabilities that should be exploited to achieve competitive advantage. In this paper we use a conceptual approach seeking to test whether value, rare and inimitable combinations of resources and capabilities, rather than their specificity, achieve competitive advantage and performance. The results obtained from 368 questionnaires validated by business managers of several Portuguese economic sectors show that the increase in value, rarity and inimitability of the combinations tested, raises the company's competitive advantage, and that performance is achieved by this route. The findings are of interest for the development of the field of strategic management and for managers enabling strategic decision-making based on valuable, rare and inimitable company`s resources and capabilities combinations.
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Bichurova, Iva. "ANALYSIS OF THE INNOVATION AND BUSINESS ACTIVITY OF A COMPANY." Knowledge International Journal 28, no. 5 (December 10, 2018): 1521–26. http://dx.doi.org/10.35120/kij28051521i.
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The paper clarifies the category of innovation potential with innovative and economic activities. The innovation potential is the ability of a system to derive from the research field innovations suitable for the practice. It is determined by the accumulated intellectual products, database, research infrastructure and other resources used to create, implement and offer innovations. The use of company and national innovation potential for the creation of modern technique, technology and organization of production are orienting production and farms to the specifics of the new economy. The innovation activity reports the dynamics and capabilities of the innovation system to power production with ready-to-use innovations. Business activity in the field of innovation characterizes the capabilities and flexibility of the production system with the resources available to perceive and assimilate innovations and offer them as products in the form of goods, services and technologies.The report justifies the selection of an innovation strategy based on an analysis of the company's innovation capabilities. They represent a set of distinct features of the company that facilitate and support its innovation activity. The purpose of such an analysis is to determine which are these key characteristics and to what extent the firm as a whole and its core business units possess them. The report also explores the basic criteria for assessing the company's innovation capability, the structure of the innovation process and the methodology of analysis of its product and process innovations.
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Vargas-Hernández, José G., and Jorge Armando López-Lemus Jorge López-Lemus. "Resources and Capabilities of SMEs Through a Circular Green Economy." International Journal of Circular Economy and Waste Management 1, no. 1 (January 2021): 1–15. http://dx.doi.org/10.4018/ijcewm.2021010101.
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The purpose of this article is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage; in other words, the application of the CE is related to strategic management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.
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CORSI, CHRISTIAN, and ANTONIO PRENCIPE. "DOES CEO PROMOTE INNOVATION IN SMEs? A COMPARISON BETWEEN INTERNAL AND EXTERNAL CEO." International Journal of Innovation Management 23, no. 05 (May 29, 2019): 1950042. http://dx.doi.org/10.1142/s1363919619500427.
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Internal and external hired CEOs could differently affect company investment behaviour and capability to encourage strategic changes and entrepreneurship, such as innovation activity. Based on a sample of 13,749 European manufacturing SMEs, the paper shows that CEO has a significant effect on the innovative activities in SMEs. However, this effect is negative in case the CEO is appointed from the external of the company, while the effect becomes positive in case of internal CEO. These findings remark that external CEO may lack firm-specific knowledge to manage the innovation process and experience with firms’ available resources and innovation capabilities.
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Saragih, Romat, Mahir Pradana, Mahendra Fakhri, and An Nisaa Intan. "Satisfactory Analysis of Training Program at Indonesian Railway Company: An Importance-Performance Analysis Approach." Integrated Journal of Business and Economics 4, no. 2 (June 10, 2020): 106. http://dx.doi.org/10.33019/ijbe.v4i2.261.
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Training is an activity that has an important role for human resources in order to increase knowledge and skills both for human resources who are preparing to enter the workforce, also for human resources who have worked so that their capabilities are always maintained in order to secure existence or to career advancement. From this research, we try to analyze the gap between perceptions and expectations of the training program in from the perspectives of the participants. The population of this study are 61 employees of PT Kereta Api Indonesia (Indonesian Railway Company) who were training participants at the Operations and Marketing Training Center. We analyzed the data by applying the Importance Performance Analysis (IPA) method. Based on the results of the research and descriptive analysis of the services received, the satisfaction of the operational training program is quite satisfying but there is still a difference between reality and employee expectations.
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Putra, Defriko Gusma, Rita Rahayu, and Anne Putri. "The Influence of Enterprise Resource Planning (ERP) Implementation System on Company Performance Mediated by Organizational Capabilities." Journal of Accounting and Investment 22, no. 2 (January 14, 2021): 221–41. http://dx.doi.org/10.18196/jai.v22i2.10196.
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Research aims: This study aims to examine the effect of Enterprise Resource Planning (ERP) system implementation on company performance with organizational capabilities as a mediating variable.Design/Methodology/Approach: This research is a quantitative study using 117 samples of manufacturing companies listed on the IDX from 2013 to 2018. Analysis and testing in this study employed SEM-PLS to test the effect of Enterprise Resource Planning (ERP) system implementation on company performance with organizational capabilities as a mediating variable.Research findings: The results showed that the ERP system's implementation had a significant positive effect on company performance and organizational capabilities. Organizational capabilities also had a significant positive effect on company performance. Besides, it was found that organizational capabilities mediated the relationship between ERP system implementation and company performance.Theoretical contribution/Originality: This study utilized a cybernetics approach theory, RBV theory, and organizational capabilities theory to investigate the mediating role of organizational capabilities in increasing the impact of ERP systems on company performance.Practitioner/Policy implication: This study provides evidence that ERP implementation makes an integrated operating system and can increase organizational capabilities by utilizing existing resources, and ultimately will also increase company performance.Research limitation/Implication: In this research, it is challenging to find organizational capability measures, such as marketing capability and process improvement. This study only used one intervening variable so that the information obtained from the results is still limited.
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Amine, Meryem El Alaoui, and Laila Ouhna. "Internal Relationship Marketing and Job Performance: A Theoretical Analysis." International Business Research 11, no. 11 (October 23, 2018): 128. http://dx.doi.org/10.5539/ibr.v11n11p128.
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Human resources are considered as one of the important intangible resources of company composed mainly of employees' knowledge, skills and attitudes. When human capital is scarce, precious and difficult to imitate, it can be a source of sustainable competitive advantage. Internal Relationship Marketing (IRM) acts in this sense. It is considered as a process of creating, developing and maintaining sustainable relationships between the company and its employees. In this context, and through an analysis of the existing literature in this field, we will try to study the effects of IRM on the employee job performance. The main results of this work are that the IRM, through its relational determinants namely: communication, organizational trust, organizational commitment and job satisfaction, help improve employee job performance and more precisely task performance and contextual performance. This study wraps up by a proposal of a conceptual model, linking the different components of our research.
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Guo, Wen Ting, Bing Liu, and Yong Gui Liu. "Enterprises Internal Management Investigation and Analysis." Advanced Materials Research 403-408 (November 2011): 1640–43. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.1640.
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This thesis takes practical enterprise internal investigation of the consulting company for instance, thoroughly introducing the aim, content, method, analysis as well as report of this investigation. This investigation group conducted a thorough and systematic investigation to the internal management through the methods of desk research, materials consultation, on-the-spot investigation, anonymous questionnaire survey, post readme, in-depth interview, and visiting customers and the suppliers and displayed present situations and reform suggestions at aspects on company's strategic management, corporate culture, human resources management, production and quality management, sales management, financial management and management system.
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Chen, Chun-Hsun, Yu-Li Lan, Wei-Pang Yang, Fang-Ming Hsu, Chin-Lon Lin, and Hsing-Chu Chen. "Exploring the Impact of a Telehealth Care System on Organizational Capabilities and Organizational Performance from a Resource-Based Perspective." International Journal of Environmental Research and Public Health 16, no. 20 (October 18, 2019): 3988. http://dx.doi.org/10.3390/ijerph16203988.
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This study explored the effects of information technology (IT) resources—in conjunction with IT infrastructure and organizational resources—on organizational capabilities and performance. The study further analyzed the mediating effect of organizational capabilities on the relationship between IT resources and organizational performance. A cross-sectional research design was adopted, and questionnaire copies were administered to senior care supervisors of Taiwanese day care centers, care institutions, and hospitals. In total, 328 valid questionnaire responses were obtained. The study results are summarized as follows: (1) A direct effect analysis revealed that IT infrastructure significantly affected service performance and financial performance; organizational resources significantly affected service performance but did not significantly affect financial performance. (2) A mediation model analysis indicated that organizational capabilities exerted a mediating effect on the relationship between IT resources and organizational performance. These results can serve as a reference for medical care organizations in developing strategies for reviewing internal IT resources, integrating internal and external capabilities, creating a competitive advantage, and boosting their performance.
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Ademi, Visar. "THE ROLE OF HUMAN CAPITAL IN GAINING AND SUSTAINING COMPETETIVE ADVANTAGE OF COMPANIES." Knowledge International Journal 28, no. 5 (December 10, 2018): 1557–62. http://dx.doi.org/10.35120/kij28051557v.
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In today’s global competitive arena the term “knowledge economy” is no mere slogan. It points to the very real fact that economic activities are increasingly knowledge intensive and that in this globalized world, success will come to those that are able to generate and harness knowledge in order to stay ahead of the pack. Research shows that in economies that do not have sufficient infrastructure, natural resources or may be designed as high cost base locations, comparative advantage has shifted to knowledge-based activities that cannot be transferred around the world without a significant cost. High knowledge and skills based economies will most likely be able to attract and retain investments in industries with a strong future. It is no secret that good education lies at the heart of economic growth and development. At the same time, improving the quality and relevance of education is enormously difficult not least because there is no one single policy measure that will do so effectively.Macedonia is not exclusion to this fact. The Macedonia’s employers and employees face a huge talent management dilemma. Analyses by all relevant institutions (World Bank, NGOs) and interviews with multiple representatives from the private sector companies indicate that while the labor pool is growing (supply side), it does not provide the skills needed by employers (demand side) so, that they could be competitive and further grow in today’s market. Employers are nearly unified in their criticism of an education system that produces graduates with limited practical experience and no soft skills transferable to the workplace. This is largely due to a lack of experiential education, competency based curricula, pragmatic guidance, which fails to meet the needs of the business community. The burden falls most often on employers to provide practical training, usually on the job. While in-company training is good practice, the scale of the skill gap requires a cost and internal training capability that many enterprises cannot afford, creating a disincentive for businesses to hire new employees.The dilemma has impacted job seekers (official unemployment in Macedonia is around 28% as of December 2017) and contributes to lower overall economic growth. It is especially problematic for micro and small enterprises (MSEs), which make up a large proportion of employment in Macedonia. MSE size and limited capacity makes their employees skills, experience and multitasking capabilities that much more critical for growth. Additionally, MSEs often lack the resources necessary to effectively train and maximize the productivity of their staff. As a result, sustained employment growth within Macedonia must include the development of a pipeline of skilled employees for microenterprises, including bolstering the capacity of small businesses to organize and train their workers. On the other side, the formal education institution dislike they way the private sector manages their employees. According to many of them, this is due to the fact that companies believe that their performance in the market is not directly linked with the human capital performance. In addition, education holds to the belief that private sector companies are not engaged enough in creating the next pool of talents in Macedonia. When they are invited to participate in the classrooms as expert of guest speaker, hire or engage students they show little interest. To conclude, the education institution believes that private sector companies in Macedonia consider the investment in human capital as a cost and not an investment.
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de Aro, Edson Rodrigues, and Gilberto Perez. "Identification of dynamic capabilities in open innovation." Innovation & Management Review 18, no. 2 (May 31, 2021): 118–28. http://dx.doi.org/10.1108/inmr-10-2019-0120.
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Purpose This study aims to understand the interaction between capabilities inherent in open innovation and dynamic capabilities (sensing, seizing and transforming) as a source of competitive advantage. Design/methodology/approach Qualitative method and grounded theory were used as guidelines for data collection and analysis. Findings The study identifies a set of capabilities in the practice of open innovation related to dynamic capabilities, which indicates the importance of developing dynamic capability in the strategic management of internal and external knowledge in the company. Research limitations/implications The number of interviewees approached herein do not allow generalizations, but the use of grounded theory through various strategies of data collection in the interviews allowed the triangulation of the data, increasing the credibility, validity and quality of the research. Originality/value This study presents capabilities identified in open innovation and their relationship with dynamic capabilities, identifying the importance of the dynamic capability in the strategic management of internal and external knowledge in the company as a source of competitive advantage.
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Makovetskaya, E. G., and E. G. Yuzikhanova. "Strategic analysis as a tool for development of a transport company (on the example of the company from the Tyumen city)." MATEC Web of Conferences 239 (2018): 04026. http://dx.doi.org/10.1051/matecconf/201823904026.
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The article presents an assessment of the activities of the construction company from the Tyumen city. An important stage in developing an effective strategy of the company is strategic analysis, which should give a real assessment of own resources and capabilities in relation to the state (and needs) of the external environment in which the firm operates. On the basis of this analysis, rational choice of strategies from a possible set of options should occur. The conducted SWOT- analysis has allowed to formulate the potential directions, capable to make financial indicators of the construction company much better.
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Ita Prihatining Wilujeng. "Understanding The Internalization Stratey For MSMEs." International Journal of Science, Technology & Management 2, no. 4 (July 25, 2021): 1133–40. http://dx.doi.org/10.46729/ijstm.v2i4.249.
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Recently many micro, small, and medium enterprises (MSMEs) play important role in international market. They are expanding their business to international market. Internationalization provides many strategic benefits to the business of MSMEs. However, for many business groups on this scale, internationalization is not easy due to limited resources and capabilities. In order to achieve efficient and effective internationalization, it is important to understand the determinants of MSMEs internationalization and its relationship to the internationalization of firms. This study explores how the international orientation of employer, human resources, technology capabilities of the company, and the external environment can explain understanding the level of internationalization of MSMEs. The study showed that the orientation of entrepreneurial and investment in human resources is an important factor to explain the internationalization MSMEs. Additionally, technology turbulence and market similarities moderate this relationship. The results imply that the manager/owner of MSMEs should consider these internal and external factors in order to improve their performance in the international market.
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Huo, Baofeng, Zhaojun Han, and Daniel Prajogo. "Antecedents and consequences of supply chain information integration: a resource-based view." Supply Chain Management: An International Journal 21, no. 6 (September 12, 2016): 661–77. http://dx.doi.org/10.1108/scm-08-2015-0336.
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Purpose This paper aims to investigate the antecedents of supply chain information integration (SCII) and their consequences on company performance from the perspective of resource-based view (RBV). Design/methodology/approach Based on empirical survey data collected from 202 Australian manufacturers, this study examines the effects of strategic supply chain relationship (SCR) and supply chain technology (SCT) internalization on external and internal information integration (II) and the effects of external and internal II on operational (operational efficiency and service quality) and financial performance. Structural equation modeling and the maximum-likelihood estimation methods are used to test the proposed relationships. Findings The results indicate that both strategic SCR and SCT internalization are positively related to external and internal II. Moreover, strategic SCR has a stronger positive relationship with external II than with internal II, and SCT internalization has a stronger positive relationship with internal II than with external II. Internal II is positively related only to service quality, and external II is positively related only to operational efficiency. Both operational efficiency and service quality are positively related to financial performance. Originality/value This study contributes to the SCII literature and provides significant managerial implications for manufacturers to leverage their supply chain resources and capabilities by establishing a resources-capabilities-performance framework for the antecedents and consequences of SCII.
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Halmaghi, Elisabeta-Emilia, Dumitru Iancu, and Marinela-Lidia Băcilă. "The Organization's Internal Environment and Its Importance in the Organization's Development." International conference KNOWLEDGE-BASED ORGANIZATION 23, no. 1 (June 20, 2017): 378–81. http://dx.doi.org/10.1515/kbo-2017-0062.
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Abstract Analysis of an organization’s internal environment, including the factors that influence the organization’s activity: its owners, managers and leadership, employees, material resources, organizational culture, should determine the capabilities/capabilities/potential of the organization to adapt to/integrate to the external environmental components. In general, the characteristics and quality of an organization’s internal environment allow the “exploitation” of the opportunities offered by the organization’s external environment.
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Fatmawati, Indah, Sabila Ayu Bestari, and Rokhima Rostiani. "Key Success Factors' Identification of Farm Tourism: A Case from Indonesia." E3S Web of Conferences 232 (2021): 02020. http://dx.doi.org/10.1051/e3sconf/202123202020.
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The setting of this study is an orchard that has turned into thriving farm tourism. The company continues to develop itself in line with the high demand for horticultural products and tourism to excel in doing business. This research aims to identify the key success factors of a tourism farm company. Having useful information enables a company to understand its competitive advantages and powerful resources. Therefore, they can outperform the competition and prevent competitive losses. This study employs an exploratory qualitative approach. Data collection was using observation, interviews, and data generated from the company. This research is using three analytical techniques. First, the external environment analysis consisted of Political, Economic, Socio-Cultural, Technological, and Environmental analysis (PESTEL) and Porter's Five Forces Analysis (PFFA). Second, the internal environment analysis encompassed Value Chain analysis, STP analysis, and Marketing Mix analysis. Then, SWOT analysis to determine alternative strategies generated from the external and internal environment analysis. Results revealed that the key success factors of tourism farm company included human resources and natural resources. In this case, the company's service characteristic is inseparable. Lastly, the company must find solutions to overcome their weaknesses, such as the lack of technology and social media use.
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Ayuningtyas, Aulia Ardhian, Miyasto Miyasto, and Yohanes Sugiarto. "ANALYSIS OF ENTREPRENEURSHIP ORIENTATION, ADAPTABILITY OF BUSINESS ENVIRONMENT, AND INTERNAL RESOURCES COMPANY ON COMPETITIVE ADVANTAGES TO IMPROVE COMPANY PERFORMANCE (Study at Micro Small and Medium Enterprises Embroidered Kudus District)." Jurnal Sains Pemasaran Indonesia (Indonesian Journal of Marketing Science) 17, no. 2 (April 21, 2019): 119. http://dx.doi.org/10.14710/jspi.v17i2.119-139.
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Economic development in Indonesia MSMEs has an important role because the majority of Indonesia's population lives from MSME activities both in the traditional and modern sector. MSME in Central Java is also quite good. However, MSMEs in Central Java also experienced an increase in competitiveness, especially with similar businesses. Therefore, entrepreneurs are required to be able to innovate and dare to explore the resources it has for its business can continue to grow and survive amid the competition. In this study, the authors explain the condition of competitiveness of SMEs in the Kudus Regency is the business of embroidery which from year to year always decreased. Based on the result of the theoretical study directing this study developed a model with five research variables covering entrepreneurial orientation, business environment adaptability, internal resources of company, competitive advantage, and company performance. The results of the analysis show that the entrepreneurship orientation does not positively affect the competitive advantage. The adaptability of the business environment positively affects the competitive advantage. Internal resources of the company positively influence the competitive advantage. Entrepreneurship orientation positively affects the company's performance. Internal resources of the company positively affect the company's performance. Competitive advantage positively affects the company's performance.
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Sansone, Marcello, Annarita Colamatteo, and Maria Anna Pagnanelli. "The Dynamic Capabilities of International Retailers." International Journal of Applied Behavioral Economics 10, no. 2 (April 2021): 65–77. http://dx.doi.org/10.4018/ijabe.2021040105.
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Dynamic capabilities are relevant in management and internationalisation strategies of companies and retailers. This paper aims to analyse retailers' dynamic capabilities to understand whether divergences emerge in the cases of international companies versus retailers operating in their own domestic market. Through the application of an analysis model, which adapts the Teece framework to the specific features of retail companies, the study investigates three clusters of dynamic capabilities and measures 22 indicators for two different types of retailers. Results highlight significant differences in the capability of sensing the external and internal environment of the enterprise and in the capability of transforming the value proposition of the company.
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Kurlov, A. V., and S. V. Vinogradova. "Accounting and analysis of human resources in education using 1C:Register of personnel." Informatics and education, no. 2 (April 27, 2021): 41–48. http://dx.doi.org/10.32517/0234-0453-2021-36-2-41-48.
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The article describes the impact of the introduction of digital technologies on changes in the training of teaching staff, as well as the ability to manage the professional development trajectory of teaching staff through obtaining operational data on their competence profile using the software product 1C:Register of personnel. The basic requirements for the functionality and capabilities of automated information systems, with the help of which human resources management should be carried out, are analyzed and systematized. The results of using the software product, including the example of the implemented project in the executive authorities, in the framework of which the curator of the project was the 1С company, and the developer of the project was the Omega company, are given. The practical results of the implementation of the software product are reflected, related to the objectivity and reliability of data on the staff, with data on the amount of remuneration of employees of government bodies, sectoral departments and their subordinate institutions. The features of the functioning of information tools presented in the article allow you to manage access to the personnel management system, increase the productivity of personnel services and reduce the costs of organizing their work. It also becomes possible to manage the talent pool based on objective data on the development of competencies and updating the professional development trajectory of employees.
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Shakina, Elena, and Angel Barajas. "Intangible-intensive profile of a company: the key to outperforming." Journal of Intellectual Capital 16, no. 4 (October 12, 2015): 721–41. http://dx.doi.org/10.1108/jic-03-2015-0025.
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Purpose – The purpose of this paper is to reveal and empirically validate a new typology of company strategic profiles regarding intangible resources. Design/methodology/approach – The study is carried out in three steps. The first stage comes to identify the coordinates of intangibles in which strategic profiles are found. The second stage enables a clusterization of more than 1,600 European companies observed during seven years in the coordinates of intangibles. The last step introduces comparative analysis of these clusters in terms of their performance. Findings – As a result of empirical analysis three strategic profiles regarding intangibles are discovered. Two of these profiles are called intangible-intensive as they demonstrate clear predominance of a particular set of intangibles. The innovative profile is associated with intensive investment in innovation and networking capabilities. The conservative profile puts emphasis on managerial capabilities and development of business process. The non-intangible-intensive profile, that has been called moderate, evenly allocates resources among intangibles keeping them on a low level relative to the intangible-intensive profiles. Practical implications – This research is useful for practitioners in strategic and knowledge management. It provides insight into common features of company strategies for intangibles as well their impact on short- and long-term performance. Originality/value – This work contributes to the field of strategic knowledge management by demonstrating a new relevant typology in company behavior regarding intangibles. Moreover, it equips decision makers in companies with a tool to design strategic vision in intangibles.
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Chikwe, John E., and Chris Sam Biriowu. "The Nature Of Firm’s Internal Environment Capabilities And Competencies Dynamics Evaluation: Feasible Strategy Crafting Imperatives." American Journal of Management and Economics Innovations 02, no. 10 (October 31, 2020): 33–44. http://dx.doi.org/10.37547/tajmei/volume02issue10-06.
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The study strategically evaluated the nature of firm’s internal environment capabilities and competencies dynamics that will ensure feasible strategy crafting. The understanding and analysis of the challenges posed in the internal environment helps strategists to make strategic decisions relating to the resources, capabilities and core competencies since they are non routine. In order to facilitate the development and effective usage of core competencies, managers/strategists are advised to have courage, self-confidence, integrity, the capacity to deal with uncertainty and complexity, and a willingness to hold people accountable for their work, as well as their being accountable themselves. This should be necessitated because the competitive advantage and firm’s performance are often strongly related to the resources firms hold and how they are managed. This is found to be so, since human beings are strategic critical resource that produces innovation, develops policies and strategies, and firm’s competitive advantage enhancement. The study further explored some related perspectives of valuable capabilities, personnel and organizational competencies, resources tangibility and intangibility, as well as competitive advantage sustainability criteria that will guide feasible strategy crafting. The study recommends amongst others, that organization managers should as a matter of necessity, monitor and evaluate the internal environment capabilities and competencies in order to have fit with that of external resources dynamics to enhance feasible strategy crafting.