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Journal articles on the topic 'Competitive advantage'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 May 2024

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1

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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2

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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3

Taroni, Andrea. "Competitive advantage." Nature Physics 11, no. 8 (July 31, 2015): 620. http://dx.doi.org/10.1038/nphys3442.

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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Lapersonne, Alexandre Howard Henry. "Managing Multiple Sources of Competitive Advantage in a Complex Competitive Environment." Future Studies Research Journal: Trends and Strategies 5, no. 2 (December 1, 2013): 221–51. http://dx.doi.org/10.7444/fsrj.v5i2.120.

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12

Anjaningrum, Widiya Dewi, and Habel Rudamaga. "Creative Industry: Enhancing Competitive Advantage and Performance." Asia Pacific Management and Business Application 007, no. 03 (April 29, 2019): 123–46. http://dx.doi.org/10.21776/ub.apmba.2019.007.03.1.

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13

Watson, P., and J. Pullen. "Engineering for Competitive Advantage." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 203, no. 2 (May 1989): 69–74. http://dx.doi.org/10.1243/pime_proc_1989_203_051_02.

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The focus of competition in manufacturing industry has shifted from cost to technology. But competitive advantage based on technology can only be maintained by a policy of continuous renewal and innovation. There are never enough new products and their development is never fast enough. To recoup the heavy investment of resources demanded by the increasing pace and complexity of new product developments they must be exploited in the broadest possible marketplace. The paper discusses the sourcing, selection and development of innovative product ideas from the standpoint of an international automotive component supplier.

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14

Kaleka, Anna, and Neil A. Morgan. "Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets." Journal of International Marketing 25, no. 4 (December 2017): 25–49. http://dx.doi.org/10.1509/jim.16.0058.

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Business scholars and managers stress the importance of achieving and sustaining competitive advantage as a critical strategic step in enabling superior firm performance. Yet which types of competitive advantage may yield the best performance outcomes—and what contingency factors may affect this—remains largely unexplored. This article examines the contribution of price, product, and service advantages to market performance in international ventures. Applying customer value logic to the literature on value creation and value capture, the authors posit that the symmetric achievement of all pairs of advantages leads to increased market performance. The findings confirm this conjecture, while for the product–service advantage pairing, even asymmetry in achievement has a positive market performance effect when the asymmetry is toward service. Using primary data from a sample of U.K. manufacturing exporters, the authors find that price advantage has a direct positive effect on market performance, while the strong positive effect of service advantage is further strengthened (and the nonsignificant effect of product advantage becomes negative) when the distributor has high-quality relationships with the overseas customers and there is available production capacity, even in technologically turbulent environments.

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15

Novita, Dian, and Nurul Husna. "COMPETITIVE ADVANTAGE IN THE COMPANY." TECHNOBIZ : International Journal of Business 3, no. 1 (April 30, 2020): 14. http://dx.doi.org/10.33365/tb.v3i1.643.

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Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. The purposes of this research are firstly is to analyze the concept of competitive advantages in orderly and secondly it is to analyzed the benefit of competitive advantages for the company. The method of this study is content analysis. This research is different from the previous one, it is present the competitive advantages in orderly, that has never been researched in advance and especially investigating competitive advantages. This paper result some propositions related to the competitive advantages concept. From this this research we can conclude the three things firstly, competitive advantages are rooted in superiority in performance, finance, and market positioning. And secondly, competitive advantages can create an added value for a company. Thirdly, competitive advantages suggest the meaning of the company’s having an excellent position relative to its competitors. The drawback of this research is incompleteness of the definition of competitive advantages which occurs every year

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16

Purwohandoko, Purwohandoko. "ENTERPRISES PERFORMANCE THROUGH INTERNAL RESOURCE INTEGRATION AND MARKET ORIENTATION BASED ON COMPETITIVE ADVANTAGES." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 15, no. 01 (January 16, 2018): 61. http://dx.doi.org/10.31106/jema.v15i01.781.

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Every company tries to achieve goals to gain profit and win the competition. To achieve this goal, the company must be able to demonstrate a competitive advantage. Therefore, the company always strives to gain competitive advantage by identifying, managing and optimizing their internal resources in the form of tangible and intangible assets that have superior characteristics as the power of generating competitive advantage. The sustainable competitive advantage by empowering their internal company resources can be defined as Research-Based View (RBV). The importance of research based views is contradicting with Market Based View (MBV) which stated that the more market oriented the more superior their competitive position. By using qualitative research (literature review), this study aims to understand and investigate how to create company performances through both point of views which is internal resources integration and market orientation based on competitive advantages.

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17

Dereli, Deniz Dilara. "Technology management in global competition and competitive advantage." Pressacademia 4, no. 1 (June 30, 2017): 313–18. http://dx.doi.org/10.17261/pressacademia.2017.549.

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18

Mateus, Abel M. "Competitive Advantage and Competition Policy in Developing Countries." World Competition 32, Issue 2 (June 1, 2009): 275–76. http://dx.doi.org/10.54648/woco2009029.

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19

Malachowski, Alan. "FOCUS: Ethics in Competition Morality and Competitive Advantage." Business Ethics: A European Review 4, no. 4 (October 1995): 199–201. http://dx.doi.org/10.1111/j.1467-8608.1995.tb00115.x.

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20

Dereli, Deniz Dilara. "Innovation Management in Global Competition and Competitive Advantage." Procedia - Social and Behavioral Sciences 195 (July 2015): 1365–70. http://dx.doi.org/10.1016/j.sbspro.2015.06.323.

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21

König, Pascal D. "The Role of Competitive Advantage in Party Competition." Politics & Policy 45, no. 1 (February 2017): 51–82. http://dx.doi.org/10.1111/polp.12191.

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22

Xin, Xu, and Jia Ning Bao. "Secret of Chinese Manufacturing Innovation: An Analysis of SME Sustaining Competitive Advantage." Advanced Materials Research 712-715 (June 2013): 3101–5. http://dx.doi.org/10.4028/www.scientific.net/amr.712-715.3101.

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Existed literature of competitive advantage mainly focus on organizational and strategic changes, whereas this study focus on how Chinese SMEs from manufacturing industry can win competitive advantage while confronting exogenous competitive disadvantage. Results show that competitive advantage influenced by dual system:endogenous competitive elements and exogenous competitive elements. Interaction of two elements could affect the outcome of competition. Exogenous competitive elements were uncontrollability, so structural competitive advantage which is based on endogenous competitive elements could keep firm to gain a competitive advantage, when exogenous competitive elements under the disadvantage conditions. Endogenous competitive elements are comprised of firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influence firm decisions; at the organizational level, dynamic capabilities create the core competence of the corporation; at the practice level, complementary assets erect a barrier to competitors. Thus, this paper analysis Sayyas, which have faced structural changes of competitive elements several times in last 15 years, and eventually resolved crisis favorably and become most dominant firm in the field of wooden windows industry, when exogenous competitive elements under the disadvantage conditions, to show that, in dynamic competition, exogenous competitive elements are the resource leading firm to gain a competitive advantage.

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23

Chukwuemeka, Ofoegbu Wilson, and B. C. Onuoha. "Dynamic Capabilities and Competitive Advantage of Fast Foods Restaurants." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 3 (2018): 7–14. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.43.1001.

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The study focused on the relationship between dynamic capabilities and competitive advantage of fast foods restaurants in Rivers State, Nigeria. A cross-sectional survey research design was adopted, while primary data was collected via the administration of a structured questionnaire. Three hypotheses were formulated that, the dimensions of dynamic capabilities do not significantly correlate with the competitive advantage of the firms. However, the result of the analysis disproved the null hypotheses, meaning that dynamic capabilities of the firms significantly influence their levels of competitive advantage. It was recommended that managers of the firms should encourage quick response to environmental changes, by enhancing their employees’ capability to detect, monitor and respond to competition. Also, employees should be exposed to current trends, technologies and business applications in the sector to enhance their competencies which will, in turn, improve the competitive advantage of the firm.

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24

Korsakiene, Renata. "DETERMINING COMPETITIVE ADVANTAGE: THE ANALYTIC HIERARCHY PROCESS." Journal of Business Economics and Management 5, no. 4 (December 31, 2004): 205–15. http://dx.doi.org/10.3846/16111699.2004.9636084.

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Fundamental changes initiated by globalisation, new technologies, intensive competition, fluctuating demand of consumers, as well as economical and political changes encourage managers to be pro‐active, take greater risks and choose innovative strategies. Besides that, a company's ability to gain competitive advantage becomes an urgent problem. However, the managers lack a clear approach to the determination of competitive advantage. That is why the article analyses some important aspects concerning company's competitive advantage and presents the results of the determination of company's competitive advantage by using analytic hierarchy process.

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25

SHINTAKU, Junjiro. "Sustainability of Competitive Advantage." Annals of Business Administrative Science 4, no. 1 (2005): 1–8. http://dx.doi.org/10.7880/abas.4.1.

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26

Pomerleau, Didier. "Competitive advantage, Hollywood style." Academy of Management Perspectives 11, no. 1 (February 1997): 116–18. http://dx.doi.org/10.5465/ame.1997.9707100664.

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27

Alghamdi, Hind, and Christian Bach. "Quality As Competitive Advantage." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 8, no. 1 (December 31, 2013): 1265–72. http://dx.doi.org/10.24297/ijmit.v8i1.690.

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Since 1970s quality has become a target for most organizations in the United States and most firms have spent millions of dollars on quality activities in order to reach defect-free productions [1]. This paper aims to discover how quality becomes a competitive advantage in different organizations. It includes some of the organizations that won Malcolm Baldrige Award in 2012 and shows what kind of criteria that made them qualified to win the award. The paper came up with a model called Performance Excellance shows the factor that lead to excellence performance in an organization. On the other hand, the paper aims to show what quality means from customers perspective. There is a survey conducted among 100 users of smartphones in order to discover what kind of features users prefer and is quality on of them or not. The results of the survey came up with the importance of quality from customers perspective. It shows that quality is one of the most important features users are looking for in a smartphone

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28

Balderston, Frederick E. "Book Review: Competitive Advantage." California Management Review 28, no. 1 (October 1985): 179–84. http://dx.doi.org/10.2307/41165178.

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29

Pfeffer, Jeffrey. "Competitive Advantage Through People." California Management Review 36, no. 2 (January 1994): 9–28. http://dx.doi.org/10.2307/41165742.

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30

Lev, Baruch. "Evaluating Sustainable Competitive Advantage." Journal of Applied Corporate Finance 29, no. 2 (June 2017): 70–75. http://dx.doi.org/10.1111/jacf.12234.

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31

Hewitt, Karen L., Veronica A. Frischman, Jonathan K. Kies, and Joanne M. Walsh. "Applying Competitive Usability Advantage." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 23 (October 1998): 1611. http://dx.doi.org/10.1177/154193129804202324.

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32

Heany, Donald E. "Porter's competitive advantage, revisited." Planning Review 14, no. 1 (January 1986): 27–29. http://dx.doi.org/10.1108/eb054132.

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33

Reimann, Bernard C. "Sustaining the competitive advantage." Planning Review 17, no. 2 (February 1989): 30–39. http://dx.doi.org/10.1108/eb054251.

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34

Dahremöller, Carsten. "Unshrouding for Competitive Advantage." Journal of Economics & Management Strategy 22, no. 3 (July 10, 2013): 551–68. http://dx.doi.org/10.1111/jems.12025.

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35

Ellis, Brien, and Scott W. Kelley. "Competitive advantage in retailing." International Review of Retail, Distribution and Consumer Research 2, no. 4 (October 1992): 381–96. http://dx.doi.org/10.1080/09593969200000014.

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36

STREB, JOCHEN. "Knowledge and competitive advantage." Economic History Review 57, no. 3 (August 2004): 594–95. http://dx.doi.org/10.1111/j.1468-0289.2004.00289_13.x.

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37

Farmer, David H. "Book Review: Competitive Advantage." Journal of General Management 11, no. 1 (September 1985): 68–69. http://dx.doi.org/10.1177/030630708501100107.

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38

Capling, Ann. "Bargaining For Competitive Advantage." Journal of Industry Studies 1, no. 2 (November 1994): 1–22. http://dx.doi.org/10.1080/13662719400000001.

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39

Taniguchi, Hiromi. "Knowledge and Competitive Advantage." Contemporary Sociology: A Journal of Reviews 34, no. 1 (January 2005): 31–32. http://dx.doi.org/10.1177/009430610503400119.

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40

SCOTT, BOB. "Competitive advantage through alliancing." Engineering, Construction and Architectural Management 2, no. 2 (February 1995): 83–92. http://dx.doi.org/10.1108/eb021004.

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41

Bessant, John. "Competitive advantage through people." Technovation 15, no. 1 (February 1995): 49–50. http://dx.doi.org/10.1016/0166-4972(95)90005-5.

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42

Stern, R. H. "Standardization and competitive advantage." IEEE Micro 22, no. 6 (November 2002): 4–73. http://dx.doi.org/10.1109/mm.2002.1134330.

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43

Bessant, J. "The new competitive advantage." Technovation 23, no. 10 (October 2003): 843. http://dx.doi.org/10.1016/s0166-4972(03)00029-4.

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44

Neary, J. Peter. "Competitive versus Comparative Advantage." World Economy 26, no. 4 (April 2003): 457–70. http://dx.doi.org/10.1111/1467-9701.00532.

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45

Morgan, Robert M., and Shelby Hunt. "Relationship-Based Competitive Advantage." Journal of Business Research 46, no. 3 (November 1999): 281–90. http://dx.doi.org/10.1016/s0148-2963(98)00035-6.

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46

Bowman, Cliff, and Simon Carter. "Organising for competitive advantage." European Management Journal 13, no. 4 (December 1995): 423–33. http://dx.doi.org/10.1016/0263-2373(95)00036-k.

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47

Warr, Peter G. "Comparative and Competitive Advantage." Asian-Pacific Economic Literature 8, no. 2 (November 1994): 1–14. http://dx.doi.org/10.1111/j.1467-8411.1994.tb00091.x.

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48

Gomes, Jorge, and Mário Romão. "Gaining Sustainable Competitive Advantage." International Journal of Computers in Clinical Practice 3, no. 1 (January 2018): 13–26. http://dx.doi.org/10.4018/ijccp.2018010102.

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Competitive advantage (CA) arises from a firm's attributes that allow one firm to create better customer value than others. Organizations of all sectors of the economy believe that sustainability is a way to achieve a differential advantage. CA is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic management studies. There are two main views about obtaining a stable competitive position in the marketplace; The theory of industrial organization, re-introduced by Porter in the 1980s arguing that competitive advantage is caused by environmental opportunities. The resource-based view, which argues that every company creates its own competencies and capabilities can result in competitive advantages. The article shows how the balanced scorecard (BSC) can assist organizations in obtaining sustainable competitive advantage (SCA). The BSC development is a response to the criticism of traditional forms of accounting assessment. Academics and practitioners recognize the benefits of adopting the BSC concept.

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49

Arkhipova, Daria, Markus Reitzig, and Massimo Warglien. "Chance and Competitive Advantage." Academy of Management Proceedings 2015, no. 1 (January 2015): 15890. http://dx.doi.org/10.5465/ambpp.2015.15890abstract.

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50

Kumar, V., and Anita Pansari. "Competitive Advantage through Engagement." Journal of Marketing Research 53, no. 4 (August 2016): 497–514. http://dx.doi.org/10.1509/jmr.15.0044.

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