Relevant bibliographies by topics / Competitive resources

Academic literature on the topic 'Competitive resources'

Author: Grafiati
Published: 30 May 2022
Last updated: 31 May 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Competitive resources.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Competitive resources"

1

Bernhardt, Joey R., Pavel Kratina, Aaron Louis Pereira, Manu Tamminen, Mridul K. Thomas, and Anita Narwani. "The evolution of competitive ability for essential resources." Philosophical Transactions of the Royal Society B: Biological Sciences 375, no. 1798 (March 23, 2020): 20190247. http://dx.doi.org/10.1098/rstb.2019.0247.

Full text
Abstract:
Competition for limiting resources is among the most fundamental ecological interactions and has long been considered a key driver of species coexistence and biodiversity. Species' minimum resource requirements, their R *s, are key traits that link individual physiological demands to the outcome of competition. However, a major question remains unanswered—to what extent are species’ competitive traits able to evolve in response to resource limitation? To address this knowledge gap, we performed an evolution experiment in which we exposed Chlamydomonas reinhardtii for approximately 285 generations to seven environments in chemostats that differed in resource supply ratios (including nitrogen, phosphorus and light limitation) and salt stress. We then grew the ancestors and descendants in a common garden and quantified their competitive abilities for essential resources. We investigated constraints on trait evolution by testing whether changes in resource requirements for different resources were correlated. Competitive abilities for phosphorus improved in all populations, while competitive abilities for nitrogen and light increased in some populations and decreased in others. In contrast to the common assumption that there are trade-offs between competitive abilities for different resources, we found that improvements in competitive ability for a resource came at no detectable cost. Instead, improvements in competitive ability for multiple resources were either positively correlated or not significantly correlated. Using resource competition theory, we then demonstrated that rapid adaptation in competitive traits altered the predicted outcomes of competition. These results highlight the need to incorporate contemporary evolutionary change into predictions of competitive community dynamics over environmental gradients. This article is part of the theme issue ‘Conceptual challenges in microbial community ecology’.
APA, Harvard, Vancouver, ISO, and other styles
2

Rizqi, Firdaus Aditya, and Wahyu Nugroho. "Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage." Arthavidya Jurnal Ilmiah Ekonomi 22, no. 1 (March 31, 2020): 121–30. http://dx.doi.org/10.37303/a.v22i1.155.

Full text
Abstract:
Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that will invest in the same field which causes competition among the cement industry players to increase. Facing this development, every company is required to be able to develop and evaluate competitiveness by utilizing existing resources to maintain a sustainable competitive advantage in industrial competition. One way to analyze a company's sustainable competitive advantage is to conduct a resource-based view analysis using the VRIO framework. The purpose of conducting a resource based view analysis is to find out whether resources are owned and managed, including in competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage. Based on the results of data analysis and discussion of the results of the study, it can be concluded that the resource-based strategy in supporting the achievement of sustainable competitive advantages in PT X is stated to have been proven. A resource-based strategy that includes financial, physical, organizational, technological, human, innovation and reputation resources described in the conclusion of this study is the result that PT X's resources are an important factor in sustainable competitive advantage. Keywords: resources based strategy, sustainable competitive advantage, intangible resources, tangible resources, VRIO framework
APA, Harvard, Vancouver, ISO, and other styles
3

Hertina, Dede, and Mohamad Bayu Herdiawan Hidayat. "Pilar-pilar Keunggulan Kompetitif: Sebuah Pandangan Berbasis Sumber Daya (Competitive Advantage Pillars: A View Based Resource)." Perisai : Islamic Banking and Finance Journal 3, no. 2 (November 9, 2019): 119. http://dx.doi.org/10.21070/perisai.v3i2.2623.

Full text
Abstract:
This article describes the economic activities that underlie a resource-based view of competitive advantage and integrate existing perspectives into a model of saving from resources and company performance. The essence of this model are the four conditions that underlie sustainable competitive advantage, all of which must be met. These include superior resources (heterogeneity in an industry), ex post limits to competition, imperfections in resource mobility, and limits before competition (ex ante limits to competition). In the concluding section, application models are discussed both for single business strategies and corporate strategies.
APA, Harvard, Vancouver, ISO, and other styles
4

Su, Chih-Yi, and Bou-Wen Lin. "Competitive Initiatives and Vulnerability: Leveraging Resources for Competition." Academy of Management Proceedings 2016, no. 1 (January 2016): 15388. http://dx.doi.org/10.5465/ambpp.2016.15388abstract.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Gilley, K. Matthew, Sergio Palacios, and Christopher J. Robertson. "Moral Resources and Competitive Advantage." Journal of Business Ethics Education 16 (2019): 81–102. http://dx.doi.org/10.5840/jbee2019166.

Full text
Abstract:
The cultivation of an organization’s moral resources has become a priority for many executives who understand that such resources are key to competitive advantage. Yet, traditional strategic management courses at both the undergraduate and MBA levels generally overlook these resources when discussing the resource-based view of the firm. We propose that moral resources be discussed in strategic management classrooms to provide additional insight for students about the critical nature of such resources. We also provide a simple tool for faculty to use in the classroom to stimulate discussion and enhance student learning in this important area.
APA, Harvard, Vancouver, ISO, and other styles
6

Pulles, Niels J., Jasper Veldman, and Holger Schiele. "Winning the competition for supplier resources." International Journal of Operations & Production Management 36, no. 11 (November 7, 2016): 1458–81. http://dx.doi.org/10.1108/ijopm-03-2014-0125.

Full text
Abstract:
Purpose This paper examines the competition between buying firms for the supplier’s competitive resources. The purpose of this paper is to examine how indirect capabilities – the ability to access external resources – can help in obtaining preferential resource allocation from suppliers. Design/methodology/approach Partial least squares structural equation modeling is used to analyze data of 163 buying firms that assess preferential resource allocation from suppliers. Findings Two indirect capabilities (a buying firm’s selection capability and relational capability) positively influence the firm’s competitive advantage. These relations are significantly mediated by preferential resource allocation of suppliers. The impact of preferential resource allocation appeared stronger for manufacturing firms than for service firms. Research limitations/implications This study’s data set represents the buyer’s assessment of suppliers’ resource allocation. Future research should aim for dyadic data for further validation. In addition, due to sample size limitations, this study’s data does not allow sector segmentation. A larger study that provides insights into segmentation is suggested for future research. Practical implications The results inform managers about the relevance of the competition for supplier resources with rival firms that share suppliers, and the influence of this competition on firm competitiveness. Managers should not only focus on the supplier itself, but also on the capabilities of the supply chain management (SCM) function to recognize and integrate the supplier resources. Originality/value This study adds to the extended resource-based view literature by integrating the notion of supplier resource competition. In addition, the study shows the importance of indirect capabilities for obtaining preferential resource allocation from suppliers. Finally, the authors show the importance of separating between service and manufacturing when examining SCM practices.
APA, Harvard, Vancouver, ISO, and other styles
7

Barney, Jay. "Firm Resources and Sustained Competitive Advantage." Journal of Management 17, no. 1 (March 1991): 99–120. http://dx.doi.org/10.1177/014920639101700108.

Full text
Abstract:
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.
APA, Harvard, Vancouver, ISO, and other styles
8

Evaldo Fensterseifer, Jaime, and Jean-Louis Rastoin. "Cluster resources and competitive advantage." International Journal of Wine Business Research 25, no. 4 (November 4, 2013): 267–84. http://dx.doi.org/10.1108/ijwbr-04-2011-0007.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ukanwah, Chijioke Hope, and Emeka Austin Ndaguba. "Management in achieving competitive advantage in Nigerian public organisations under the global economy." Africa’s Public Service Delivery and Performance Review 3, no. 3 (September 1, 2015): 177. http://dx.doi.org/10.4102/apsdpr.v3i3.94.

Full text
Abstract:
This paper explores the strategic role of human resources management in achieving competitive advantage in a global economy. Human resource management remains indispensable in engendering competitive advantage for businesses in this era of tense global competition. Productivity and competitiveness of organisations is now dependent on their employees’ ability to generate, process, and apply knowledge. Scholars and practitioners of human resources management agree that a workforce that is properly trained and managed is a source of competitive advantage. The article recognised the fact that public organisations have not really given importance to human resource management and this is responsible for their underwhelming performance. The paper recommends some HR strategies that managers can adopt to improve the quality and value of their workforce, and these range from effective talent management, continuous workplace learning, safe and healthy work environment, ICT adoption, competitive benefit system, HR planning to proper deployment of skills and expertise.
APA, Harvard, Vancouver, ISO, and other styles
10

Brunetti, Mário Luis, Gylmar Teixeira, Marcos De Castro, and Luiz Fernando Lara. "Sustainable competitive advantage in Construction: Study of Central Region of Parana." REBRAE 8, no. 2 (July 27, 2015): 212. http://dx.doi.org/10.7213/rebrae.08.002.ao06.

Full text
Abstract:
In the fierce market competition, the companies need different strategies that give them a competitive advantage that may result from resources controlled by organization. In this way, search linked to the resource based view (RBV), well founded by Penrose (1959), Wernerfelt (1984) and Barney (1991), allow identifying those resources able to generate competitive advantage. This article seeks to identify the sources of sustainable competitive advantage in the constructing companies in the center-western region of Parana State, through a qualitative research approach we investigated three companies in this sector which are located in the central region of Parana State. For data analysis, we used the VRIO model developed by Barney (2007). In this model, some resources stand out as potential generators of competitive advantages when they are valuable, rare, inimitable and organizational within the context in which they are introduced. The results have shown that companies which operate in this line of business are dependent primarily of ten essential resources and two are introduced as potential sources of sustainable competitive advantage: 1) Experience and track record in the market; 2) Structure, organization and planning.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Competitive resources"

1

Rosli, Mohamed. "Competitive positioning strategies for Malaysian wooden furniture businesses." Thesis, University of Hull, 1998. http://hydra.hull.ac.uk/resources/hull:3810.

Full text
Abstract:
This research is concerned with the applications of strategic management concepts and practices by Malaysian wooden furniture businesses in managing linkages in the value web and formulating competitive positioning strategies. For the purpose of the study, interviews were held with managers of the selected Malaysian wooden furniture businesses, and their key distributors/retailers and suppliers.The finding of the study shows that the strategic group concept is an important tool for understanding strategy, competition and opportunities within an industry. In the study, the geographical dimensions and the product dimensions of the market are used as the strategic dimensions for forming strategic groups (at the business level) of the selected Malaysian wooden furniture businesses: SG I (businesses in the low end segment of the domestic market); SG2 (businesses in the medium segment of the domestic market); SG3 businesses in the low end segment of the international market); and SG4 (businesses in the medium segment of the international market).In terms of the management of linkages in the value web (in respect of selection criteria and channel relationships), the study demonstrates that it varies according to strategic groups. Specifically, greater variation is observed along the product dimensions than the geographical dimensions of the market. Meanwhile, it is observed that there are differences between the way businesses manage linkages in the downstream value web (with distributors/retailers) and upstream value web (with suppliers). As for the businesses' perceptions of competitors (in terms of the businesses' view about competition and categories of competitors considered), greater variation is observed along the product dimensions than the geographical dimensions of the market. However, most businesses (irrespective of their strategic group membership) appear to give low attention to competitors and to have no clear approach for organising competitor analysis.In the formulation of competitive positioning strategies, the study shows that the activities undertaken and approaches considered (in respect of defining markets determining the key factors for success, identifying sources of sustainable competitive advantage formulating competitive strategies and developing positioning themes) vary more along the product dimensions than the geographical dimensions of the market. Although the activities undertaken and approaches considered by members of SG4 are broader that those of other strategic groups, they are not fully adequate as certain factors in the external environment have not been explicitly considered. Hence, it is suggested that the rotating wheel framework. which is based on pull-factor and push-factor approaches, should be considered by Malaysian wooden furniture businesses for the formulation of competitive positioning strategies. The distinctive characteristics of the rotating wheel framework are: an integration of concepts from the strategic management and marketing disciplines; an integration ofthe competitive forces perspective and the resource-based view perspective within the field of strategic management; a broadened concept of environmental analysis, and a dynamic analysis ofthe competitive environment.As regards the measurement of businesses' competitive advantage. the study reveals that the added value concept offers not just an alternative, but an important measure of businesses' performance, particularly in terms of their ability to add value. Specifically, the study shows that the added value contribution of businesses varies according to strategic groups: members of SG4 add greater value to their inputs than those of members of SG3, who in turn add more value than those of members of SG 1. Finally, recommendations (in respect of management of linkages in the value web, formulation of competitive positioning strategies and measurement of businesses' performance) are made for the consideration of Malaysian wooden furniture businesses and the government.
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Attia, S. T. M. "Achieving sustainable competitive positioning : the role of resources within environmental constraints." Thesis, Aston University, 2003. http://publications.aston.ac.uk/10767/.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Foster, S. "Making sense of e-HRM : technological frames, value creation and competitive advantage." Thesis, University of Hertfordshire, 2010. http://hdl.handle.net/2299/4511.

Full text
Abstract:
A wide range of Human Resources (HR) processes and information can now be managed and devolved to line managers and employees using e-HRM (‘electronic Human Resource Management’). E-HRM has been defined as “An umbrella term covering all possible integration mechanisms and contents between HRM and information technologies, aiming at creating value within and across organisations for targeted employees and management.” (Bondarouk & Ruel, 2009, p.507). Contemporary e-HRM technologies contain powerful functionality that can support organisations in reducing the cost and improving the quality of Human Resource service delivery, as well as enabling higher productivity and providing strategic capability. The aim of this dissertation is to explore why the development of e-HRM has been relatively immature, given that organisations tend to take an ‘automating’ approach that focuses primarily on administrative efficiency. The central thesis is that future development of e-HRM depends on two factors; firstly, that stronger links between e-HRM and competitive advantage at the organisational level must be defined and exploited; and secondly that shared frames of reference with regard to technology are critical to gaining the support of investors in e-HRM. The dissertation explores the wider context of e-HRM and its relationship to contemporary themes such as HR transformation, service delivery models, the growth of the internet and changing employee and managerial workplace expectations. Various definitions of e-HRM are explored, together with a literature review that categorises and summarises e-HRM literature over a twenty-one year period, concluding that there has been inadequate focus on understanding how e-HRM creates value. The dissertation makes a key contribution to practice through the e-HRM Value Model, a framework for defining, understanding and articulating how e-HRM creates organisational value. Its focus is on the outcomes of e-HRM rather than its characteristics, proposing that only three forms of outcomes can be derived from e-HRM: Operational HR cost reduction, improved people management / productivity and increased strategic capability. It represents a means of defining not only the value outcomes of e-HRM, but also the linkages between value potential, value conversion and value outcomes, providing a practical framework for defining the linkages between e-HRM and competitive advantage, as well as the basis for a diagnostic tool. The dissertation makes a contribution to knowledge through the analysis and subsequent synthesis of a wide-ranging literature review and interviews with fortysix managers and line managers across fifteen organisations that were planning for or had implemented e-HRM. It concludes with a series of proposed reasons for the slow progress towards greater strategic use of e-HRM, based on a technological frames approach with regard to the Nature of Technology, Technology in Use and Technology Strategy. The dissertation argues that unless HR professionals are themselves able to make sense of e-HRM and articulate the benefits in terms of competitive advantage, e-HRM development is likely to remain immature. Further research opportunities to develop and test the model are identified, together with an assessment of the implications for e-HRM management.
APA, Harvard, Vancouver, ISO, and other styles
5

Buzzerio, Felipe Gama. "A perspectiva da inteligência competitiva como um recurso estratégico." Universidade Presbiteriana Mackenzie, 2012. http://tede.mackenzie.br/jspui/handle/tede/569.

Full text
Abstract:
Made available in DSpace on 2016-03-15T19:25:51Z (GMT). No. of bitstreams: 1 Felipe Gama Buzzerio.pdf: 2992375 bytes, checksum: 73aa32daebdc465fceb8dc9fd7014b8a (MD5) Previous issue date: 2012-03-06
Fundo Mackenzie de Pesquisa
The purpose of this research was to investigate the Competitive Intelligence (CI) by itself as a potential source of competitive advantage, based upon the Resource Based View (RBV) framework. Therefore, the main concepts of the available literature were organized in the following sequence in order to support the research: strategic management, strategic resources, RBV main concepts, competitive advantage, strategic resources main characteristics and competitive intelligence. The research method employed in this study was exploratory qualitative descriptive, making use of deep interviews guided by a semi structured script. In total, six executives in charge of CI functions from different companies were interviewed. It is relevant to highlight that none of these companies were competitors whatsoever, in order to keep the proper protection and privacy of their competitive information. Content analysis method was selected to analyze the obtained data (BARDIN,2006). The main result identified was the impossibility of considering CI by itself as a source of competitive advantage from the RBV perspective. The main explanation is that CI does not fit into all of the Barney and Hesterly (2007) VRIO (Value, Rarity, Imitability,Organization) aspects at the same time and conditions such model has served as a basis to evaluate CI as a possible strategic resource. However, there were indications that CI could be considered rare, difficult to imitate, and dependent on organizational conditions to maximize its potential. Notwithstanding, there were no indications that CI could generate value,especially to the customer. This aspect is tightly connected to the competitive advantage concept herein adopted and it is vital in fulfilling this research main goal.
Esta dissertação teve por objetivo a caracterização Inteligência Competitiva (IC) enquanto potencial fonte de vantagem competitiva, por si só e à luz da Visão Baseada em Recursos, ou Resource Based View (RBV). Para tanto, foram revisados os construtos de administração estratégica, recursos estratégicos, fundamentação da RBV, vantagem competitiva, características dos recursos estratégicos e inteligência competitiva. O método de pesquisa adotado foi qualitativo exploratório descritivo, com entrevistas em profundidade orientadas por um roteiro semi estruturado. Foram entrevistados seis executivos diretamente responsáveis pelas funções de IC nas empresas. Há de se ressaltar que nenhuma das empresas pesquisadas possuía competição direta ou indireta entre si, de tal forma que houvesse tranquilidade com relação ao sigilo dos dados obtidos. Para realizar a análise dos dados obtidos, optou-se pela utilização da análise de conteúdo (BARDIN, 2006).Como resultado, foi observado que a IC não pode ser considerada como fonte de vantagem competitiva, por si só e à luz da RBV. A principal justificativa para isso é que a IC não atende simultaneamente a todas as dimensões do modelo VRIO (Valor, Raridade, Imitabilidade, Organização), de Barney e Hesterly (2007), utilizado como base para a avaliação da IC enquanto recurso estratégico. No entanto, foram identificados indícios que apontam para a IC como um recurso raro, difícil de imitar e dependente das condições organizacionais para utilização total de seu potencial. Não obstante, nesta pesquisa não foram observados indícios de que a IC possa vir a ser um recurso gerador de valor, em especial para o cliente. Esse aspecto está intrinsecamente conectado com o conceito de vantagem competitiva aqui adotado e é fundamental para a resposta ao problema de pesquisa desse estudo.
APA, Harvard, Vancouver, ISO, and other styles
6

Schweder, André Henrique, and Arthur Leonardo Maas. "The Allocation of Resources at Trade Shows." Thesis, Högskolan i Halmstad, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-33465.

Full text
Abstract:
Motivated by the lack of models that can bring a general preparation formula for developing competitive intelligence in Trade Show, the authors researched in a theoretical database to develop a model that can bring a general vision for a company that wants to start to organize the personnel to gather competitive intelligence in trade show events.          Furthermore, was discovered that not many firms do actually realize the opportunities they have to acquire competitive intelligence in trade shows, that way the model was developed to facilitate the process.         The discovering of the research pointed Socialization as well as relationship building and strengthening were the main channels to acquire information. In addition, Trade Shows create a rich environment where most of the stakeholders are present and also willing to share knowledge and information, creating an even more favorable place to develop this kind of intelligence.         The model presented takes in consideration the company’s stakeholder, and how to allocate personnel in booths and in extensive research around the area, it also classifies the visitors and attendees in different groups, facilitating the organizing process to understand and explore more easily and efficiently the Trade Show. The models also suggest approaches to each group in order to don’t invest resources in an ineffective way.
APA, Harvard, Vancouver, ISO, and other styles
7

Burton-Taylor, Sarah. "The management of firm specific resources as a source of competitive advantage." Thesis, Cranfield University, 2004. http://hdl.handle.net/1826/123.

Full text
Abstract:
This study is about helping managers identify and enhance the idiosyncratic firm resources required for delivering superior perceived use value to customers. Specifically, the research has focused on the organisational knowledge required for routinised service delivery, and has operationalised this organisational knowledge as activities. Project 1 was a comparative study involving observation and interviews in two similar but differentially performing financial services organisations in order to identify the activities involved in service delivery and the differences between the two operations. Project 2 identified customers’ perceptions of value through customer interviews, and then mapped the links between these and the service delivery activities identified in Project 1. Project 3 involved a clinical inquiry intervention aiming to encourage and leverage the firm specific resource of inter-team coordination to enhance the delivery of customer value. The research has confirmed the role of firm specific resources as a source of competitive advantage, and has demonstrated a link with customers’ dimensions of perceived use value. In this study, effective inter-team coordination is identified as the firm specific strategic resource that appears to enable effective service delivery as perceived by customers, through the sharing of knowledge and interpretations, and the development of service process innovation. Many of these coordination activities are discretionary rather than prescribed, with implications for management practice. From this research, a framework has been developed for considering and managing firm specific sources of advantage at the detailed operational level. This is a micro level approach that makes specific links between the customer experience and internal activities, through identifying internal and external competitiveness factors, mapping the ‘inside-outside’ connections, and achieving alignment between internal activities and customer perceptions of value.
APA, Harvard, Vancouver, ISO, and other styles
8

Mandal, Abhijit. "The evolution of competitive advantage from the dynamics and context of resources." Thesis, London Business School (University of London), 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.411037.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Elshaer, Ibrahim Abdelhamid. "The relationship between quality management and competitive advantage : an empirical study of the Egyptian hotel industry." Thesis, University of Hull, 2012. http://hydra.hull.ac.uk/resources/hull:6069.

Full text
Abstract:
According to the resource based view (RBV) of the firm, quality management (QM) is one of the sources the firm can use to generate competitive advantage (CA). Although QM and CA have widely attracted the attention of both academics and practitioners, the link between these two concepts has rarely been examined in the literature, especially in service industry. Additionally, among those few studies that investigated the relationship between QM and CA, there is contradictory evidence on which QM practices generate CA. Thus, this study examines the impact of QM on CA in the hotels industry, in order to identify which QM practices generate CA. Based on an extensive review of the literature on QM and CA, valid and reliable definitions were formulated for both concepts, and then a conceptual framework was developed to illustrate the relationships between the research variables. Data obtained from a survey of 384 four and five star hotels in Egypt is used to test the impact of QM on CA. A total of 300 responses were obtained. Twelve uncompleted questionnaires were removed, leaving 288 usable questionnaires and yielding a response rate of 75 %. All questionnaires were completed by the hotel general managers. Three main data analysis techniques were employed: exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modelling (SEM). Three models are employed in CFA to test the dimensional structure of QM. These models include a model that allows all factors to be freely correlated (oblique factor model), a model where all factors are correlated because they all measure one higher order factor (higher order factor model), and a model where all indicators are employed to test if they measure only one construct. The results of CFA provide solid statistical evidence that affirm the multidimensionality of the QM construct and contradict other studies that employed QM as a unidimensional construct. These results assist in resolving the problems that might arise from the lack of clarity in the literature concerning the dimensional structure of QM. The SEM results affirm that the soft QM practices such as top management leadership (TML), employee management (EM), customer focus (CF), and supplier management (SM) directly improve the hotel financial performance but the hard QM practices such as process management (PM) and quality data and reporting (QD&R) do not. However, two quality management practices, TML and SM, are found to distinguish those hotels that have CA from those hotels that have not. Therefore, these results can help hotel managers to reallocate the hotel resources to implement those QM practices that can improve the hotel financial performance and generate CA. Finally, this study would benefit if these models are tested with an alternative data set. This study also suffered from a limitation common to survey research and SEM. The current study survey, due to time and money constraints, is a cross sectional sample at one specific point in time. As a result, while causal relationships can be inferred, they cannot be strictly proven. Causal inferences are stronger with longitudinal studies.
APA, Harvard, Vancouver, ISO, and other styles
10

Nel, Petrus Abel. "A competitive advantage through information management." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/49667.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Competitive resources"

1

Royer, Susanne, Marion Festing, Burgess John, and Kerry Brown. Resources and competitive advantage in clusters. München, Mering: Reiner Hampp Verlag, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Barney, Jay. Firm resources and sustained competitive advantage. [S.L]: [S.N.], 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Dyer, Lee. Human resources as a source of competitive advantage. Kingston, Ont., Canada: Industrial Relations Centre, Queen's University, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kamoche, Ken. Human resources & competitive advantage: An appropriability-learning perspective. Birmingham: Aston Business School, Research Institute, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

McGonagle, John J. The Internet age of competitive intelligence. Westport, Conn: Quorum, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Competitive information management for quality, productivity, and profit. Tenafly, N.J: Burrill-Ellsworth Associates, 1989.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

High-impact HR: Transforming human resources for competitive advantage. Toronto: John Wiley & Sons Canada, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Weiss, David S. High impact HR: Transforming human resources for competitive advantage. Toronto: Wiley, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mills, Danielle A. Energy demands on water resources: Analysis of competitive concerns. Hauppauge, N.Y: Nova Science Publishers, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Ambrosini, Véronique. Tacit and Ambiguous Resources as Sources of Competitive Advantage. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403948083.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Competitive resources"

1

West, Chris. "Competitive Intelligence Resources." In Competitive Intelligence, 130–46. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230514591_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bientinesi, Paolo, Roman Iakymchuk, and Jeff Napper. "HPC on Competitive Cloud Resources." In Handbook of Cloud Computing, 493–516. Boston, MA: Springer US, 2010. http://dx.doi.org/10.1007/978-1-4419-6524-0_21.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kapoor, Shikha. "HR Analytics for Competitive Advantage." In Financial Intelligence in Human Resources Management, 337–54. Boca Raton: Apple Academic Press, 2021. http://dx.doi.org/10.1201/9781003083870-18.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Rajan, Annie, and Ambuja Salgaonkar. "Survey of NLP Resources in Low-Resource Languages Nepali, Sindhi and Konkani." In Information and Communication Technology for Competitive Strategies (ICTCS 2020), 121–32. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-0739-4_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Goncharov, Serhiy. "Compensation and Benefits: How to Stay Competitive in Emerging Markets." In Handbook of Human Resources Management, 1–5. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_133-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Goncharov, Serhiy. "Compensation and Benefits: How to Stay Competitive in Emerging Markets." In Handbook of Human Resources Management, 857–60. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_133.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Verdin, Jo Ann, and Anthony M. Pagano. "The Role of Human Resources in Organizational Consolidation and Relocation." In Creating the Competitive Edge through Human Resource Applications, 97–108. Boston, MA: Springer US, 1988. http://dx.doi.org/10.1007/978-1-4613-0969-7_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Gabrielsson, Mika, Tomi Seppälä, and Peter Gabrielsson. "Hybrid Competitive Strategies for Achieving Superior Performance During Global Expansion: Small and Medium-Sized Enterprises Originating in SMOPECs." In Resources, Efficiency and Globalization, 181–92. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230278028_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Schroeder, Doris. "RI – A Drain on Company Resources or a Competitive Advantage?" In Responsible Innovation, 51–69. Dordrecht: Springer Netherlands, 2019. http://dx.doi.org/10.1007/978-94-024-1720-3_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Ambrosini, Véronique. "The Resource-Based View of the Firm." In Tacit and Ambiguous Resources as Sources of Competitive Advantage, 3–8. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403948083_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Competitive resources"

1

Wiley, Livia. "Creating a Competitive Advantage Through Integrated Upstream Asset Management." In Unconventional Resources Technology Conference. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/178498-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Wiley, Livia. "Creating a Competitive Advantage Through Integrated Upstream Asset Management." In Unconventional Resources Technology Conference. Tulsa, OK, USA: American Association of Petroleum Geologists, 2015. http://dx.doi.org/10.15530/urtec-2015-2147042.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Beighle, Bruce D., and Mike P. Gloven. "Relative Risk Assessment: The Competitive Advantage." In 1998 2nd International Pipeline Conference. American Society of Mechanical Engineers, 1998. http://dx.doi.org/10.1115/ipc1998-2002.

Full text
Abstract:
Lacking complete and accurate data, many pipeline companies have adopted various forms of relative (index-based) risk assessment models(2) which help define their acceptable risk position based on available pipeline data, limited resources and corporate beliefs. Through this proven risk assessment process, company management establishes their unique risk algorithm by benchmarking variables which contribute to the likelihood of failure, and the associated consequences of failure, for all pipeline systems. This algorithm then acts as a pipeline data filter to identify pipeline areas at greater risk relative to others. A progressive relative risk assessment process can change an operator’s safety and resource allocation culture, resulting in reduced pipeline failure rates, increased operating flexibility and improved financial performance.
APA, Harvard, Vancouver, ISO, and other styles
4

Zapletalová, Šárka. "Porter’s Competitive Strategies and Human Resources in Czech Family Businesses." In The 4th Human and Social Sciences at the Common Conference. Publishing Society, 2016. http://dx.doi.org/10.18638/hassacc.2016.4.1.205.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Zhong, YeFei. "Building the relationships model of firm resources and competitive advantage." In 2012 IEEE Symposium on Robotics and Applications (ISRA). IEEE, 2012. http://dx.doi.org/10.1109/isra.2012.6219212.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Harris, H. "The management of human resources: the key to competitive advantage?" In IEE Colloquium Stepping into Management. IEE, 1999. http://dx.doi.org/10.1049/ic:19990048.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Jagadisan, Archana, and Zoya Heidari. "Quantifying the Impacts of Competitive Water Adsorption of Kerogen and Clay Minerals on Wettability of Organic-Rich Mudrocks." In Unconventional Resources Technology Conference. Tulsa, OK, USA: American Association of Petroleum Geologists, 2019. http://dx.doi.org/10.15530/urtec-2019-572.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rodriguez, Joaquin, and Gabriele Piccoli. "Competing within aggregators: competitive moves in the Deliveroo Online delivery platform." In Enabling Technology for a Sustainable Society. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-362-3.23.

Full text
Abstract:
Aggregators are platforms that also control a marketplace for the suppliers’ innovations. Suppliers competing within aggregators are limited by the technology and governance rules of the platform owner. As a consequence, aggregators influence the type and complexity of competitive moves suppliers can implement. Our research investigates the drivers of suppliers’ competitive advantage. We incorporate existing literature on competitive action to identify the categories of moves available to suppliers. Furthermore, we identify three types of orthogonal moves that are unique to competition within aggregators. Finally, we illustrate our advanced categorization in the context of a major food delivery platform. Our preliminary results confirm that suppliers, while bounded to resources exposed by the aggregator, have the opportunity to implement an heterogenous portfolio of moves in their pursuit of competitive advantage. This result calls for empirical research in the context of competition within aggregators in general, and food delivery platforms specifically.
APA, Harvard, Vancouver, ISO, and other styles
9

Stevens, J. "People: the competitive edge or the weak link in the chain?" In IEE Colloquium: 'Activate Human Resources and Transform Your Business'. IEE, 1998. http://dx.doi.org/10.1049/ic:19980607.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Zheng, Suli, and Yunpeng Liu. "Network resources, technological capability building and competitive advantage in strategic networks." In 2010 IEEE International Conference on Management of Innovation & Technology. IEEE, 2010. http://dx.doi.org/10.1109/icmit.2010.5492836.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Competitive resources"

1

Peters, J. S., L. Stucky, P. Seratt, and D. Darden-Butler. Evaluation of Orange and Rockland Utilities, Inc.`s competitive bidding program for demand-side resources. Final report. Office of Scientific and Technical Information (OSTI), February 1993. http://dx.doi.org/10.2172/10195116.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

DoD Office of Inspector General. U.S. Army Corps of EngineersAlaska District Needs to Improve Competitive Procedures for Cooperative Agreements for Alaska Integrated Natural Resources Management Plans. Fort Belvoir, VA: Defense Technical Information Center, September 2015. http://dx.doi.org/10.21236/ad1001818.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Ayele, Seife, and Vianney Mutyaba. Chinese-Funded Electricity Generation in Sub-Saharan Africa and Implications for Public Debt and Transition to Renewable Energy. Institute of Development Studies (IDS), November 2021. http://dx.doi.org/10.19088/ids.2021.063.

Full text
Abstract:
While China has been increasingly contributing to the recent growth in electricity generation in sub-Saharan Africa (SSA), the effects of China-funded investment on host countries’ debt burden and transition to renewable energy sources have not been sufficiently explored. Drawing on secondary data, combined with deep dive studies of Ethiopia and Uganda, this paper shows that despite significant liberalisation of the power sector in SSA, Chinese investments in the electricity industry continue to follow state-led project contract-based models. We show that this approach has failed to encourage Chinese firms to build compelling investment portfolios for competitive procurements within the region and, instead and inadvertently, it has exacerbated the debt burden of host country governments. Second, in spite of the global drive towards climate resilient energy generation, Chinese funding of electricity generation in SSA is not sufficiently channelled towards modern renewable energy sources such as wind and solar power that could reduce vulnerability to climate change. While recognising that the private sector-led competitive model of power generation is not without limitations, we argue that SSA’s electricity generation strategy that leads to less public debt and more climate resilience involves increased involvement of Chinese investment in the competitive model, with more diversification of such investment portfolios towards modern renewables such as wind and solar energy resources.
APA, Harvard, Vancouver, ISO, and other styles
4

Baird, Natalie, Tanushree Bharat Shah, Ali Clacy, Dimitrios Gerontogiannis, Jay Mackenzie, David Nkansah, Jamie Quinn, Hector Spencer-Wood, Keren Thomson, and Andrew Wilson. maths inside Resource Suite with Interdisciplinary Learning Activities. University of Glasgow, February 2021. http://dx.doi.org/10.36399/gla.pubs.234071.

Full text
Abstract:
Maths inside is a photo competition open to everyone living in Scotland, hosted by the University of Glasgow. The maths inside project seeks to nourish a love for mathematics by embarking on a journey of discovery through a creative lens. This suite of resources have been created to inspire entrants, and support families, teachers and those out-of-school to make deeper connections with their surroundings. The maths inside is waiting to be discovered! Also contained in the suite is an example to inspire and support you to design your own interdisciplinary learning (IDL) activity matched to Education Scotland experiences and outcomes (Es+Os), to lead pupils towards the creation of their own entry. These resources are not prescriptive, and are designed with a strong creativity ethos for them to be adapted and delivered in a manner that meets the specific needs of those participating. The competition and the activities can be tailored to meet all and each learners' needs. We recommend that those engaging with maths inside for the first time complete their own mapping exercise linking the designed activity to the Es+Os. To create a collaborative resource bank open to everyone, we invite you to treat these resources as a working document for entrants, parents, carers, teachers and schools to make their own. Please share your tips, ideas and activities at info@mathsinside.com and through our social media channels. Past winning entries of the competition are also available for inspiration and for using as a teaching resource. Already inspired? Enter the competition!
APA, Harvard, Vancouver, ISO, and other styles
5

Kahn, E., and C. Goldman. The role of competitive forces in integrated resource planning. Office of Scientific and Technical Information (OSTI), October 1991. http://dx.doi.org/10.2172/5665661.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Kahn, E., and C. Goldman. The role of competitive forces in integrated resource planning. Office of Scientific and Technical Information (OSTI), October 1991. http://dx.doi.org/10.2172/10128609.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Harms, Nathan, and James Cronin. Phenology of competitive interactions and implications for management of the invasive wetland plant Alternanthera philoxeroides. Engineer Research and Development Center (U.S.), October 2021. http://dx.doi.org/10.21079/11681/42188.

Full text
Abstract:
Phenological differences between invading plants and members of recipient communities may increase the success of invaders because of priority effects. Thus, the application of management when the invader has a phenological advantage (for example, early in the year) can benefit other species by increasing resource availability. This technical note summarizes results from a combination of field observations and a mesocosm experiment to explore whether phenological differences between the invasive wetland plant, alligatorweed (Alternanthera philoxeroides [Mart.] Grseb.), and resident species contribute to alligatorweed success. We documented over two years the early-season growth of alligatorweed and other species at 12 sites in Louisiana, USA. We then conducted a subsequent mesocosm competition experiment between alligatorweed and a common wetland emergent species, spotted lady’s thumb (Persicaria maculosa [L.] Small), over a full year to detect differences in timing of growth and competitive interactions under two fertilizer levels.
APA, Harvard, Vancouver, ISO, and other styles
8

Paul, Kylie, Anna Wearn, Rob Ament, Elizabeth Fairbank, and Zack Wurtzebach. A Toolkit for Developing Effective Projects Under the Federal Wildlife Crossings Pilot Program. Center for Large Landscape Conservation, December 2021. http://dx.doi.org/10.53847/pznn2279.

Full text
Abstract:
In November 2021, Congress passed the Infrastructure Investment and Jobs Act, now referred to as the Bipartisan Infrastructure Law, which includes multiple provisions related to conserving fish and wildlife. One of the most exciting elements of this historic legislation is a dedicated $350 million competitive grant program called the Wildlife Crossings Pilot Program. In order to assist eligible applicants and partners to understand and take advantage of these new funding and policy opportunities, the Center for Large Landscape Conservation’s Corridors & Crossings Program has created “A Toolkit for Developing Effective Projects Under the Federal Wildlife Crossings Pilot Program.” The document provides: An overview of the Wildlife Crossings Pilot Program and other fish and wildlife provisions in the Bipartisan Infrastructure Law, suggestions for how applicants and their partners can engage, best practices, examples, and resources for designing effective wildlife crossing projects in accordance with each of the grant application criterion of the Wildlife Crossings Pilot Program.
APA, Harvard, Vancouver, ISO, and other styles
9

Stein, Jeremy. Internal Capital Markets and the Competition for Corporate Resources. Cambridge, MA: National Bureau of Economic Research, May 1995. http://dx.doi.org/10.3386/w5101.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Hadley, SW. The Effect of Distributed Energy Resource Competition with Central Generation. Office of Scientific and Technical Information (OSTI), December 2003. http://dx.doi.org/10.2172/885885.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Competitive resources' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography