Relevant bibliographies by topics / Competitive advantage

Academic literature on the topic 'Competitive advantage'

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Published: 4 June 2021
Last updated: 25 May 2024

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Journal articles on the topic "Competitive advantage"

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O'Shannassy, Tim. "Sustainable competitive advantage or temporary competitive advantage." Journal of Strategy and Management 1, no. 2 (November 21, 2008): 168–80. http://dx.doi.org/10.1108/17554250810926357.

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Zhao, Jie, Xin Xu, and Yun Long Ding. "Dynamic Mechanical System Analysis-Empirical Research of Wooden Window Enterprise." Advanced Materials Research 694-697 (May 2013): 11–16. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.11.

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Competitive advantage is influenced by dual mechanical system: endogenous system and exogenous competitive system. Compared with uncontrollable exogenous competitive elements, endogenous competitive elements exerting structural competitive advantage is of vital importance for companies to battle against disadvantages and achieve competitive advantaged independently. Endogenous competitive elements comprise: firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influences firm decisions; at the organizational level, dynamic capabilities create core competence of a corporation; at the practice level, complementary assets erect barriers to competitors. This study empirically analyzed Firm Sayyas, a leading firm in wooden windows industry having encountered countless structural changes of competitive elements, to uncover how SMEs can achieve competitive advantage. The empirical analysis shows that, cultivating endogenous competitive elements based on “firm culture, dynamic capabilities, and complementary assets” in the dynamic competition is an effective way to maintain SMEs’ competitive advantages.
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Taroni, Andrea. "Competitive advantage." Nature Physics 11, no. 8 (July 31, 2015): 620. http://dx.doi.org/10.1038/nphys3442.

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Jüttner, Uta, and Hans Peter Wehrli. "Competitive Advantage." Journal of Business & Industrial Marketing 9, no. 4 (December 1994): 42–53. http://dx.doi.org/10.1108/08858629410073199.

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Kamukama, Nixon, Diana Susan Kyomuhangi, Richard Akisimire, and Laura A. Orobia. "Competitive advantage." African Journal of Economic and Management Studies 8, no. 2 (June 12, 2017): 221–34. http://dx.doi.org/10.1108/ajems-10-2016-0142.

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Purpose The purpose of this paper is to examine the mediating role of competitive advantage in the relationship between managerial competence and financial performance of commercial banks in Uganda. Design/methodology/approach A cross-sectional survey was employed using 22 fully licensed and operational commercial banks in Uganda. Data were analyzed using descriptive statistics, zero order correlation and hierarchical regression analyses. Further, the bootstrap method was used to test the mediation effect of competitive advantage. All the analyses were performed using SPSS v21. Findings The findings reinforce the important position of managerial competence on financial performance of commercial banks. First, managerial competence enhances firms’ competitive advantage. Second, managerial competence has an indirect effect on financial performance through competitive advantage. Overall, managerial competence and competitive advantage are strong predictors of financial performance of commercial banks. Research limitations/implications The study employed only a single research methodological approach, therefore future research could be undertaken using a mixed approach and triangulate to compare findings. Furthermore, the findings from the present study are cross-sectional, considering the limitations there in, a longitudinal approach should be explored. Practical implications Emphasis should be put on improving the knowledge and skills of managers so as to attain a competitive edge in the market and thus register increased profits. This will help practitioners make legitimate decisions and conclusions that can foster business growth. Originality/value A mediation effect of competitive advantage in the relationship between managerial competence and financial performance was tested; previous studies have tended to test the direct effects.
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Huang, Kuo-Feng, Romano Dyerson, Lei-Yu Wu, and G. Harindranath. "From Temporary Competitive Advantage to Sustainable Competitive Advantage." British Journal of Management 26, no. 4 (May 13, 2015): 617–36. http://dx.doi.org/10.1111/1467-8551.12104.

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Tariq, Hamza, Aqsa Shafi, and Ali Nasir. "Gaining Competitive Advantage." Advances in Social Sciences Research Journal 9, no. 7 (August 6, 2022): 747–53. http://dx.doi.org/10.14738/assrj.97.12750.

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Yair, Karen, Mike Press, and Anne Tomes. "Crafting competitive advantage:." Design Studies 22, no. 4 (July 2001): 377–94. http://dx.doi.org/10.1016/s0142-694x(00)00043-0.

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Samli, A. Coskun, and John M. Browning. "Developing Competitive Advantage." Journal of Global Marketing 16, no. 4 (July 31, 2003): 35–52. http://dx.doi.org/10.1300/j042v16n04_03.

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Klein, Jeremy. "Beyond competitive advantage." Strategic Change 11, no. 6 (2002): 317–27. http://dx.doi.org/10.1002/jsc.606.

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Dissertations / Theses on the topic "Competitive advantage"

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SILVA, MARTIM FRANCISCO DE OLIVEIRA E. "THE COMPETITIVE ADVANTAGE OF NATIONS AND THE COMPETITIVE ADVANTAGE OF COMPANIES: DOES LOCATION MATTER?" PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2009. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=13434@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
Há dois pontos de vista dominantes no campo da Administração Estratégica para explicar o desempenho das empresas: a visão da Organização Industrial, que destaca o papel do ambiente industrial e a Visão Baseada em Recursos, que salienta a importância das características individuais das empresas, ambos extensamente estudados. Entretanto, a associação entre o desempenho das empresas e a competitividade das nações, em termos de seus ambientes institucionais, culturais, políticos e econômicos é um campo do conhecimento que continua a ser pouco explorado. Este estudo buscou comprovar que o desempenho das empresas varia não apenas em função das indústrias a que elas pertencem ou de suas características individuais, mas também em função do ambiente mais geral dos países em que elas operam. A partir dos relatórios anuais de competitividade do World Economic Forum e dos indicadores de desempenho obtidos a partir da base de dados do MSCI Inc., foram testadas as hipóteses formuladas associando o ambiente mais geral dos países ao desempenho de suas empresas, sendo encontradas evidências da existência do relacionamento entre os indicadores de competitividade dos países e o desempenho sustentável de suas empresas. O estudo tratou de maneira pioneira o relacionamento entre o conceito da vantagem competitiva das nações, através de seus indicadores de competitividade e a vantagem competitiva das empresas, por meio de seu desempenho; testou empiricamente o modelo do Diamante Competitivo do Professor Michael Porter; destacou três variáveis, habitualmente negligenciadas na linha de pesquisas das fontes de desempenho de empresas: a Sofisticação dos Compradores, o PIB e as Compras Governamentais; e criou um novo indicador de desempenho que também traduz a sua sustentabilidade, o qual se relaciona à linha da pesquisa da persistência dos retornos anormais.
There are two dominant points of view in the field of Strategic Management to explain the firm performance: the Industrial Organization view, which highlights the role of the industrial environment, and the Resource Based View, which emphasizes the importance of the idiosyncratic characteristics of firms, both extensively studied. However, the association between the firm performance and the competitiveness of nations in terms of their institutional, cultural, political and economical environment is a field of knowledge still insufficiently explored. This study shows that firm performance depends not only on the industries to which they belong or to their individual characteristics, but also to the wider environment of the countries where they operate. From the Annual Competitiveness Reports of the World Economic Forum and the financial performance indicators obtained from the database of MSCI Inc., the hypothesis made relating the wider environment of the countries to the performance of their firms were tested. Evidences of the relationship between the nation´s competitiveness indicators and the sustainable performance of their firms were found. The study pioneered the approach relating the concept of competitive advantage of nations, through its indicators of competitiveness, to the competitive advantage of companies, through their performance; empirically tested the model of Michael Porter´s Competitive Diamond; highlighted three variables, usually neglected in the line of research of the sources of firm performance: Buyers Sophistication, GDP and Government Purchases; and created a new indicator of performance that also reflects its sustainability, which relates to the line of research on the persistence of abnormal returns.
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Berzengi, Raz, and Anna Linbom. "Competitive Advantage of Environmental Sustainability." Thesis, Halmstad University, School of Business and Engineering (SET), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-1342.

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More and more companies are trying to adopt a sustainability strategy, because of a growing awareness among people about a need for better environment in the future. It has been noticed that a balance between economic, social and environmental aspects is of great significance. The benefits of a strategy to become more balanced are said to be competitive advantage and stakeholder satisfaction besides the economic, social and environmental benefits.

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Runge, D. A. "Using telecommunications for competitive advantage." Thesis, University of Oxford, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.235120.

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Gloudemans, Colin A. "A Competitive Advantage: Disaggregated Judgments." Ohio University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1625688234060059.

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Bellak, Christian. "Gaining and losing competitive advantage." Inst. für Volkswirtschaftstheorie und -politik, WU Vienna University of Economics and Business, 2003. http://epub.wu.ac.at/1414/1/document.pdf.

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Efficient policies to stimulate the competitiveness of firms require knowledge of future firm-strategies and a proper assessment of the location advantages of a country or region. Therefore, industry comparative advantage analysis needs to be complemented by firm competitive advantage analysis. This yields four hypotheses of firm strategies on the basis of the existing advantage combination. Detailed empirical analysis of a representative sample of Austrian manufacturing firms during 1990- 2000 shows that changes in employment, value-added and exports are in line with the suggested development. Three of the 3-digit industries lost their advantages while seven industries gained advantages, yet overall industry distribution has been remarkable stable over the four advantage combinations. In terms of number of firms, however, a large share (30%) of the total population shifts between advantage combinations even during short periods of time. The firm strategies outlined suggest a differentiated policy approach, yet the short-term dynamics revealed empirically imply a high potential for policy failure.
Series: Working Papers Series "Growth and Employment in Europe: Sustainability and Competitiveness"
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Asija, Aman. "Leveraging knowledge for competitive advantage." Doctoral thesis, Universitat Ramon Llull, 2021. http://hdl.handle.net/10803/672240.

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Explotar el coneixement és fonamental per aconseguir un avantatge competitiu. No obstant això, ha estat un repte persistent per a les empreses. Segons la visió de l'empresa basada en el coneixement, l'apropiació i la reproducció efectiva de el coneixement són pertinents per a l'explotació de el coneixement dins de l'empresa. Per tant, les empreses utilitzen diferents estratègies per millorar la apropiabilitat i replicabilitat dels seus coneixements. Aquesta tesi se centra en les barreres específiques a l'explotació de el coneixement que tenen implicacions per a l'apropiació i la reproducció de el coneixement dins de l'empresa i proposa estratègies per abordar-les. La tesi examina com les empreses responen a les amenaces de apropiabilitat que suposen els mercats fragmentats de tecnologia i la mobilitat prevista dels treballadors de el coneixement, i com les empreses aconsegueixen replicar amb precisió les pràctiques mentre s'expandeixen. Les hipòtesis derivades en aquesta tesi es comproven empíricament utilitzant conjunts de dades originals. Aquesta tesi contribueix, en general, a la investigació sobre l'explotació de el coneixement i, específicament, a la investigació sobre les amenaces a l'apropiació de el coneixement i els determinants de la seva replicació efectiva.
Explotar el conocimiento es fundamental para conseguir una ventaja competitiva. Sin embargo, ha sido un reto persistente para las empresas. Según la visión de la empresa basada en el conocimiento, la apropiación y la reproducción efectiva del conocimiento son pertinentes para la explotación del conocimiento dentro de la empresa. Por lo tanto, las empresas utilizan diferentes estrategias para mejorar la apropiabilidad y replicabilidad de sus conocimientos. Esta tesis se centra en las barreras específicas a la explotación del conocimiento que tienen implicaciones para la apropiación y la reproducción del conocimiento dentro de la empresa y propone estrategias para abordarlas. La tesis examina cómo las empresas responden a las amenazas de apropiabilidad que suponen los mercados fragmentados de tecnología y la movilidad prevista de los trabajadores del conocimiento, y cómo las empresas consiguen replicar con precisión las prácticas mientras se expanden. Las hipótesis derivadas en esta tesis se comprueban empíricamente utilizando conjuntos de datos originales. Esta tesis contribuye, en general, a la investigación sobre la explotación del conocimiento y, específicamente, a la investigación sobre las amenazas a la apropiación del conocimiento y los determinantes de su replicación efectiva.
Exploiting knowledge is fundamental to realizing competitive advantage, yet it has been a persistent challenge for firms. According to the knowledge-based view of the firm, appropriation and effective replication of knowledge are pertinent to the exploitation of knowledge within the firm. So, firms use different strategies to improve the appropriability and replicability of their knowledge. This thesis focuses on the specific deterrents to knowledge exploitation that have implications for knowledge appropriation and replication within the firm and proposes strategies to deal with them. It examines how firms respond to appropriability threats posed by fragmented markets for technology and anticipated knowledge worker mobility, and how firms achieve accurate replication of practices while expanding. The hypotheses derived in this thesis are tested empirically using novel datasets. This thesis contributes, overall, to the research on knowledge exploitation and, specifically, to the research on the threats to knowledge appropriation and determinants of replication performance.
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Crassous, Thibault, and Jeremy Gassmann. "GAINING COMPETITIVE ADVANTAGE THROUGH GREEN MARKETING : How green marketing is used as a competitive advantage?" Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-18257.

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The research question how green marketing is used as a competitive advantage was answered by the analysis of the multiple case-study of two organizations of the boardsports industry, Jade and Notox. The comparison between theories and interviews revealed that, by doing green branding, having eco-labels, and implementing the five I’s, Jade and Notox are differentiating. This differentiation provides them a competitive advantage. In addition, Jade and Notox innovate in green materials and processes which, coupled with eco-labels, maintain the differentiation and generate a sustainable advantage.
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Bowen, George. "Competitive advantage, political advantage and shelter in the textile industry." Thesis, University of Oxford, 2004. https://ora.ox.ac.uk/objects/uuid:5af357b8-d2e4-49f3-b8d4-52f2dbed354b.

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The effect of government on competitive advantage theory has only been covered superficially in strategic management literature. This thesis incorporates government into competitive advantage and multinational enterprise (MNE) theory by demonstrating how politically derived firmspecific advantages (FSAs) and competitive advantages may accrue from noncommercial, political sources, to be manifested in commercial enterprises as 'political competitive advantages (PCAs)'. The empirical background to this thesis is a study of the global textile industry and the complexity, multidimensional and multi-level nature of the relationship between the wider textile complex and governments. Examples demonstrate the significant impact of governments upon the textile industry, across the globe and over a wide variety of time horizons. A review of the relevant strategic management and international business core theory forms a base on which the PCA concept is developed. A synthesis of the strategic positioning view (SPV) of competitive advantage, the resource-based view (RBV) and transaction cost/internalization theories is used to develop the PCA concept. MNEs can derive superior operator surpluses (rents) from complex government externalities that, due to their asymmetrical impact, enable some profit-centres to gain PCAs. PCAs are non-market-related, chiefly government-derived, political competitive advantages and form a new subset of firm-specific advantages (FSAs). The international business concept of nonefficiency, shelter-based advantages form a subset of PCAs. An eight-cell PCA analytical framework is developed and operationalized using case studies selected from the world-wide operations of Coats PLC, the world's largest producer and distributor of sewing thread, and one of Britain's oldest MNEs. This analytical framework enables firms to better understand the significant and dynamic nature of those government externalities that have a major impact upon firm efficiency. The framework can be used to assist practitioners in the search for sustainable reactive and/or proactive (endogenizing) strategies that can enhance PC As and reduce political competitive disadvantages (PCDs).
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Rosenblad, Grönlund Caroline, and Lejla Poricanin. "Competitive Advantage within Accounting Firms : - A framework of how managers create competitive advantage through their organizational resources and competitive strategy." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-29482.

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Kermanshah, A. "Information systems strategy for competitive advantage." Thesis, University of Manchester, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488362.

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Information Systems (IS) strategy for competitive advantage has been one of the dominant concerns in the literature of strategic management of Information Technology. Despite this, the processes and methodologies suggested in the literature for understanding and describing how, why and under what circumstances IS strategy may bring about sustainable competitive advantage are incomplete and unsatisfactory. The main objective of this thesis is to provide a critical analysis of the received theory of IS strategy and to suggest an integrative framework (Resource-Based Perspective) for the analysis of IS strategy for competitive advantage. The thesis uses a detailed case study to serve as an empirical reference for testing the efficacy of the received IS theory and for developing an improved theoretical perspective. Such a Resource-Based Perspective integrates some aspects of the received theory with other insights taken from the literature of strategy and organisation outside the IS field. In the literature review chapters, the thesis attempts to challenge the often hidden assumptions behind the mainstream approaches to IS strategy (with regard to three inter-related concepts: technology, strategy and organisation) and offers alternative (complementary) mind-sets for these three concepts. In terms of empirical analysis, the results of an in-depth, qualitative, longitudinal and contextual case study over a period of 30 months within one of the large utility companies in the UK, demonstrate that there was a partial fit between the received approaches. to IS strategy and parts of the case study. But there were some areas of mis-match. These were: a lack of adequate alignment between the content and process of IS strategy; adoption of unitary perspective of the organisation and lack of appreciation of firm-specific context, and insufficient attention paid to the focus of IS strategy, in particular to core competencies. The Resource-Based analysis of the case study evidence, however, provides a better fit between theory and practice. The integrative perspective better explains the dynamic alignment of the content, process and context of IS strategy, and the evolution of the strategic resources and core competencies which confer competitive advantage
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Books on the topic "Competitive advantage"

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Michie, Jonathan. Competition and competitive advantage. Cambridge: ESRC Centre for Business Research,University of Cambridge, 1996.

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Leech, Corinne. Improving competitive advantage. 2nd ed. Amsterdam: Elsevier, 2004.

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O'Donnell, Rory. Ireland's competitive advantage. Dublin: Economic and Social Research Institute, 1993.

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Öz, Özlem. Clusters and Competitive Advantage. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230512467.

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Wimmer, Wolfgang, Kun-Mo Lee, Ferdinand Quella, and John Polak. ECODESIGN -- The Competitive Advantage. Dordrecht: Springer Netherlands, 2010. http://dx.doi.org/10.1007/978-90-481-9127-7.

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Schmalensee, Richard. Competitive advantage and collusion. Louvain-la-Neuve: CORE, 1985.

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Programs, National Cancer Institute (U S. ). Office of Diversity and Employment. Diversity, the competitive advantage. Bethesda, Md: National Cancer Institute, 1998.

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Programs, National Cancer Institute (U S. ). Office of Diversity and Employment. Diversity, the competitive advantage. Bethesda, Md: National Cancer Institute, 1998.

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Institute, Urban Land, ed. Creating tomorrow's competitive advantage. Washington, D.C: Urban Land Institute, 1996.

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Steven, Male, and Stocks Robert, eds. Competitive advantage in construction. Oxford: Butterworth Heinemann, 1991.

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Book chapters on the topic "Competitive advantage"

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Gupta, Ananda Das. "Competitive Advantage." In Encyclopedia of Corporate Social Responsibility, 426–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_6.

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Ford, John B. "Competitive Advantage." In The Routledge Companion to Strategic Marketing, 141–50. New York, NY: Routledge, 2021. | Series: Routledge companions in business, management & accounting: Routledge, 2020. http://dx.doi.org/10.4324/9781351038669-12.

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Maritan, Catherine A., and Margaret Peteraf. "Competitive Advantage." In The Palgrave Encyclopedia of Strategic Management, 298–300. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_465.

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Schweizer, Lars, and Eva Maria Katharina Koscher. "Competitive Advantage." In Encyclopedia of Sustainable Management, 669–71. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_365.

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Maritan, Catherine A., and Margaret Peteraf. "Competitive Advantage." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_465-1.

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Schweizer, Lars, and Eva Maria Katharina Koscher. "Competitive Advantage." In Encyclopedia of Sustainable Management, 1–3. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-02006-4_365-1.

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Guillet, Basak Denizci. "Competitive advantage." In Encyclopedia of Tourism, 175–76. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-01384-8_33.

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Ateljević, Jovo, Dženan Kulović, Filip Đoković, and Mirza Bavčić. "Competitive Advantage." In Business Strategy and Competitive Advantage, 36–53. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003359173-3.

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Kenny, Graham. "Competitive Advantage." In Strategy Discovery, 52–67. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003394976-6.

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Baecker, Ron. "Competitive Advantage." In Ethical Tech Startup Guide, 19–32. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-18780-3_2.

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Conference papers on the topic "Competitive advantage"

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Korpach, David, and Mark Hutchison. "Benchmarking for Competitive Advantage." In 1996 1st International Pipeline Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/ipc1996-1806.

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Both liquids pipeline and natural gas transportation companies have been confronted with increasing competition over the past several years. Shippers have become far more demanding, insisting that transporters provide more cost effective rates. As a result, pipeline companies are under increased pressure to reduce transportation rates. This scenario is also true for regulated pipelines where shippers are joining forces to pressure transporters to be more creative in their ways of doing business so they can provide lower tolls. In order to assess their current cost structures and identify the most appropriate areas of their business to focus improvement efforts, pipeline companies have benchmarked their performance against competitors and leaders in the industry. Companies have used the results from these benchmarking studies for several purposes: a) understand cost / activity driver relationships; b) obtain empirical versus anecdotal information; c) assess their current level of performance; d) identify opportunities for improvement, focusing efforts on areas with the greatest potential for cost reductions; e) establishing realistic performance improvement targets; f) challenge corporate “myths and legends”; and g) provide insights into leading business practices that have been used by other companies to improve efficiencies. Results from the benchmarking studies suggest that the pipeline industry is, in general, reacting to this pressure for lower transportation costs. Over the past three years, based on a sample of North American pipeline companies, both liquids and gas pipelines have reported improvements in operating costs on a unitized/normalized basis. These cost reductions have resulted from focusing improvement efforts on key areas of the business where performance was not up to industry standards. Modifying business practices in these areas has been critical in assisting these organizations in reducing costs. This paper will present a comprehensive approach to conducting pipeline benchmarking studies. Actual performance results for both gas transportation and liquids carriers will be discussed. The results will focus both on current cost levels as well as industry trends. In addition, it will provide insights into initiatives that have been successful in helping reduce cost structures, moving them towards being the “shipper of choice”.
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Kobetich, Randall E. "Information for competitive advantage." In the 15th annual conference. New York, New York, USA: ACM Press, 1987. http://dx.doi.org/10.1145/322917.322965.

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Farel, Doug, and Mike Silverman. "Using Competitive Analysis to get the competitive advantage." In 2008 Annual Reliability and Maintainability Symposium. IEEE, 2008. http://dx.doi.org/10.1109/rams.2008.4925790.

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Rofaida, Rofi. "Competitive Advantage Through Talent Management." In 2016 Global Conference on Business, Management and Entrepreneurship. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/gcbme-16.2016.115.

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Cousins, P. D. "Competitive advantage through relationship reengineering." In IEE Colloquium on Can you Subcontract Your Responsibilities? IEE, 1999. http://dx.doi.org/10.1049/ic:19990446.

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Zuiderwijk, Anneke, Marijn Janssen, Kostas Poulis, and Geerten van de Kaa. "Open data for competitive advantage." In dg.o 2015: 16th Annual International Digital Government Research Conference. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2757401.2757411.

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Oh, Wilson, and Poh Wah Khong. "Competitive advantage through pleasurable products." In the 2003 international conference. New York, New York, USA: ACM Press, 2003. http://dx.doi.org/10.1145/782896.782918.

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Mcgrath, G. C., I. A. Jones, P. A. Hilton, E. J. C. Kellar, A. Taylor, and R. Sallavanti. "A Competitive Advantage Through Innovation." In SAE 2001 World Congress. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2001. http://dx.doi.org/10.4271/2001-01-0976.

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Christiandy, Kevin, and Jacob Donald Tan. "Lembang Asri Resort’s Competitive Advantage." In International Conference on Entrepreneurship and Business Management (ICEBM) Untar. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008488100530058.

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Yan-li, Zhang, Gao Su-ying, and Zhang Jin. "Competitive strategy, strategic human capital and sustained competitive advantage." In 2011 International Conference on Management Science and Engineering (ICMSE). IEEE, 2011. http://dx.doi.org/10.1109/icmse.2011.6070012.

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Reports on the topic "Competitive advantage"

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Gerras, Stephen J., and Murf Clark. Effective Team Leadership: A Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, August 2011. http://dx.doi.org/10.21236/ada595113.

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Nissen, Mark E. CyberKM: Harnessing Dynamic Knowledge for Competitive Advantage through Cyberspace. Fort Belvoir, VA: Defense Technical Information Center, November 2010. http://dx.doi.org/10.21236/ada533955.

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Casella, Alessandra, and Sébastien Turban. Democracy Undone. Systematic Minority Advantage in Competitive Vote Markets. Cambridge, MA: National Bureau of Economic Research, November 2012. http://dx.doi.org/10.3386/w18573.

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Boykin III, Robert E., Peter A. Zampino, Robert C. Graham, and Andrew D. Fraser. Beyond the Moment: The Key to Renewable Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, July 1997. http://dx.doi.org/10.21236/ada336826.

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Bergin, Paul, and Giancarlo Corsetti. Beyond Competitive Devaluations: The Monetary Dimensions of Comparative Advantage. Cambridge, MA: National Bureau of Economic Research, April 2019. http://dx.doi.org/10.3386/w25765.

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Lee, Juyoung, and Elena Karpova. Defining Competitiveness in the Globalized World: Building on Competitive Advantage, Comparative Advantage and New Growth Theories. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-630.

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Cardon, Edward C. The Real Transformation: Building and Maintaining Long-Term Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, January 2003. http://dx.doi.org/10.21236/ada441583.

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Mills, M. P. Coal: Cornerstone of America`s competitive advantage in world markets. Office of Scientific and Technical Information (OSTI), December 1997. http://dx.doi.org/10.2172/682290.

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Khan, Saif M. Maintaining the AI Chip Competitive Advantage of the United States and its Allies. Center for Security and Emerging Technology, December 2019. http://dx.doi.org/10.51593/20190013.

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The United States and its allies enjoy a competitive advantage in the production of artificial intelligence chips necessary for leading AI research and implementation. This memo identifies chokepoints for limiting China’s access to key chipmaking equipment.
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Park-Poaps, Haesun, and Sadaqul Bari. Supply Chain Management Practices (SCMP) and Their Impact on Competitive Advantage in the Bangladeshi Apparel Sector. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8452.

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