Journal articles: '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

11

Wright, Patrick M., Gary C. McMahan, and Abagail McWilliams. "Human resources and sustained competitive advantage: a resource-based perspective." International Journal of Human Resource Management 5, no. 2 (May 1994): 301–26. http://dx.doi.org/10.1080/09585199400000020.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Supriyadi, Supriyadi. "Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance." International Business Research 10, no. 10 (September 25, 2017): 209. http://dx.doi.org/10.5539/ibr.v10n10p209.

Full text

Abstract:

The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with interview to manager and director with total number of responden 345 respondents and all hypothesis accepted and positive effect to this research. the conclusion of this reserach are : (1). resources affect sustainable competitive advantage; (2). dynamic capabilities affect sustainable competitive advantage; (3). resources affect the firm's performance; (4). dynamic capability affects the firm's performance; (5). sustainable competitive advantage affects the company's performance; (6). resources and dynamic capabilities together affect sustainable competitive advantage; (7). resources, dynamic capabilities and sustainable competitive advantages jointly affect the company's performance the effect of resource, dynamic capability and sustainable competitive advantage simultaneously on company performance is positive and significant, with sustainable competitive advantage variables having the most dominant influence on firm performance. this shows that positively improving the effectiveness of resources, dynamic capabilities and sustainable competitive advantage will result in improved corporate performance.

APA, Harvard, Vancouver, ISO, and other styles

13

Ying, Qianwei, Hazrat Hassan, and Habib Ahmad. "The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance." Sustainability 11, no. 2 (January 19, 2019): 527. http://dx.doi.org/10.3390/su11020527.

Full text

Abstract:

The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

APA, Harvard, Vancouver, ISO, and other styles

14

Vieira, Fernando, Michael Samir Dalfovo, Mirian Magnus Machado, and Andressa Goncalves. "Cooperative resources lead to sustainable competitive advantage." Revista Gestão da Produção Operações e Sistemas 11, no. 4 (November 1, 2016): 1–20. http://dx.doi.org/10.15675/gepros.v11i4.1526.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Jugdev, Kam, and Gita Mathur. "Classifying project management resources by complexity and leverage." International Journal of Managing Projects in Business 5, no. 1 (January 20, 2012): 105–24. http://dx.doi.org/10.1108/17538371211192928.

Full text

Abstract:

PurposeThe purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage.Design/methodology/approachThe paper draws on the resource‐based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification.FindingsThe paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported.Research limitations/implicationsThis paper is exploratory in nature and uses a small sample of practitioners.Practical implicationsThe authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage.Originality/valueThis paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.

APA, Harvard, Vancouver, ISO, and other styles

16

Poryadina, Vera, Vladimir Burkov, and Sergey Barkalov. "Competitive mechanisms of the functioning of social and economic systems." MATEC Web of Conferences 170 (2018): 01122. http://dx.doi.org/10.1051/matecconf/201817001122.

Full text

Abstract:

To increase the efficiency of production in a planned economy, it is necessary to develop mechanisms of functioning that encourage enterprises to maximize the accounting of all reserves for increasing production efficiency. In this article, a model of a competitive mechanism for the functioning of active systems is developed. A feature of competitive mechanisms is that planning or incentive procedures include a competition procedure between active elements claiming to receive a profitable plan or any preferential terms of resource provision, financing and incentives. The authors conducted a study of the competitive mechanism on the example of the problem of resource allocation; It is proved that there is a Nash equilibrium for the competitive mechanism. The paper formulated and proved a theorem on the optimality of competitive mechanisms, which shows how effective the competitive mechanism for the distribution of limited resources.

APA, Harvard, Vancouver, ISO, and other styles

17

Zahra, Farah Agharid, Tantri Yanuar Rahmat Syah, and Rhian Indradewa. "Human Resource Management Implementation at Startup Arena Corner." International Journal of Research and Review 8, no. 8 (August 17, 2021): 185–95. http://dx.doi.org/10.52403/ijrr.20210826.

Full text

Abstract:

Arena Corner is a new startup engaged in applying sports venue rental related to everything that smells of sports. In an effort company's performance, it is necessary to implement good human resource management. The following purpose of this research is that research aims resource management (HRM) in the growth of Arena Corner startup. Considering Arena Corners of new digital startups are growing and require many human resources in the They need. Information systems so that the proper implementation of HRM correct maintain arena corner in the competitive digital startup competitive. The method applied uses human resources the approach with spectrum recruitment, personnel, people development, compensation benefit, and industrial relations. The results of this research show that the application of HRM becomes a necessity for startup companies. In winning competition, it is necessary to create a training center to print human resources that understand technology for the needs of the company and the needs of the startup ecosystem and can add income and new businesses in the era of startup the competition. Keywords: Human resource management mission; Human resource management practices; HR startup, Arena Corner.

APA, Harvard, Vancouver, ISO, and other styles

18

Busterna, John C., Kathleen A. Hansen, and Jean Ward. "Competition, Ownership, Newsroom and Library Resources in Large Newspapers." Journalism Quarterly 68, no. 4 (December 1991): 729–39. http://dx.doi.org/10.1177/107769909106800414.

Full text

Abstract:

This is a comparison of competitive, monopoly joint operating, chain and independent newspapers on these major variables: size of news and library staffs, number of wire services, number of databases taken and monthly search costs. A census of daily newspapers over 100,000 in circulation found the various competitive conditions and chain ownership had no significant impact on the resource measures. This finding is consistent with most previous research on the relationship between newspaper competition, ownership and content performance.

APA, Harvard, Vancouver, ISO, and other styles

19

Budiman. "Realizing Sustainable Organizational Competitive Advantage by encouraging Sustainable Human Resource Development." ENDLESS : International Journal of Future Studies 2, no. 1 (June 29, 2019): 85–93. http://dx.doi.org/10.54783/endless.v2i1.43.

Full text

Abstract:

The competition is so tight that the company must have a competitive advantage. One of the biggest drivers of a strategic edge is the human capital it provides. In the past, human resources is merely a service operation as a competitive advantage for an organization. Yet, human capital is now one of the most critical aspects of building a competitive advantage. This paper discusses how human resource development strategies have a sustainable competitive advantage and how to transfer good strategies, policies, or superior knowledge to subordinates. This research employs a qualitative approach to the discussion of the data produced by the method of explanation. The findings indicate that high-performance human capital can respond to the times are needed to achieve a sustainable competitive edge. For this reason, sustainable human resource development is required by taking into account several things, namely: integration of HR activities with the company's mission and objectives, environmental observation; management support for HR; formulating and implementing HR policies and plans; alignment of HR with its activities; expanding the role of human resources by holding specialist training according to their talents following the ideals of the company and evaluation of the individual's own contribution.

APA, Harvard, Vancouver, ISO, and other styles

20

Pei, Wen, and Jeng-Huan Li. "Research on the competitive dynamics and structured context analysis." Kybernetes 45, no. 10 (November 7, 2016): 1542–54. http://dx.doi.org/10.1108/k-10-2015-0274.

Full text

Abstract:

Purpose The credit card business has been one of the key businesses for banks in Taiwan. The purpose of this paper is to use competitive dynamics and structured context analysis (SCA) to explore the competition relationships among market, resources, and strategies concerning the credit card issued banks in Taiwan. Design/methodology/approach The market commonality and resource similarity analysis of competitive dynamics in the first stage obtained the competitive mapping of four major credit card issue banks, as well as the differences of competition strategy. In the second stage, 1,968 pieces of data on credit card news from 2013 to 2014 were collected. SCA was used to analyze the competitive action, competitive response, number of responses, response lag, and response order. Findings The competitor mapping and four hypothesis obtained from competitive dynamics correspond to the credit card competition strategy, as obtained from SCA. Originality/value This research combined competitive dynamics and SCA to analyze the credit cards market in Taiwan. The research model could be used in the other financial market.

APA, Harvard, Vancouver, ISO, and other styles

21

Rengkung, Leonardus Ricky. "KEUNTUNGAN KOMPETITIF ORGANISASI DALAM PERPSEKTIF RESOURCES BASED VIEW (RBV)." AGRI-SOSIOEKONOMI 11, no. 2A (October 2, 2015): 1. http://dx.doi.org/10.35791/agrsosek.11.2a.2015.9447.

Full text

Abstract:

The uncertaintity and environmental dynamics faced by an organization are highly correlated with the firm’s presence in the organization environment. Every organization has to an ability to analyze the organization environment in finding and maintaining its competitive advantage. There are some perspectives explaining about the relationship an organization and its environment, one of them is Resources-Based View (RBV). This Resources-Based View (RBV) is a perspective of strategic management focusing on organization level resources, having organization idiosyncratic resources and maximizing the overall resources of organization compared to competitor. These resources can be a source of relational rents and competitive advantage. The RBV theorizes that the accumulation of resource stocks, that are valuable, rare, imperfectly imitable and non-subsitutable. The resource-based view of the firm provides a useful perspective for explaining firm growth and sustainable competitive advantage. The purpose of this paper is to explain how an organization in finding and maintaining the competitive advantage in the aspect of Resources-based View (RBV).

APA, Harvard, Vancouver, ISO, and other styles

22

Feizabadi, Javad, David Gligor, and Somayeh Alibakhshi Motlagh. "The triple-As supply chain competitive advantage." Benchmarking: An International Journal 26, no. 7 (September 2, 2019): 2286–317. http://dx.doi.org/10.1108/bij-10-2018-0317.

Full text

Abstract:

Purpose The purpose of this paper is to draw on resource orchestration theory (ROT) and resource advantage theory (RAT) to develop a measurement scale for supply chain competitive advantage (SCCA) as a second-order construct with the dimensions of agility, adaptability and alignment (triple-A). Design/methodology/approach A survey research design is adopted to collect primary and secondary data from 182 international firms. The paper utilizes a scale development procedure to develop a measurement instrument and assess its psychometric properties. The scale’s predictive validity is tested using both subjective and objective data. Additionally, the simultaneous effect of triple-A is tested using latent congruent modeling. Findings Drawing upon ROT and RAT, this study introduces SCCA as a second-order construct composed of SC agility, adaptability and alignment. In addition, the findings show that an SCCA has a direct and positive impact on firms’ financial and market performance. Originality/value Existing literature indicates that competition has shifted from inter-firm to inter-SC. To account for this change in competition level, past studies have suggested various capabilities that SCs must possess to offer a competitive advantage, such as triple-As. However, drawing upon RAT and ROT, the authors argue that the SCCA construct accounts for sources of advantage in both the resource side and the demand side. The authors further assert that possessing supply chain resources (i.e. agility, adaptability, alignment as disparate resources) is not sufficient to create advantage but the resources must be orchestrated to create SCCA (i.e. the combination of agility, adaptability and alignment).

APA, Harvard, Vancouver, ISO, and other styles

23

a, Jumadi, and Samsul Bakri. "STRATEGIC RESOURCES FOR SUSTAINABLE COMPETITIVE ADVANTAGE." International Journal of Advanced Research 5, no. 3 (March 31, 2017): 237–41. http://dx.doi.org/10.21474/ijar01/3507.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Zahra, Shaker A., and Sidhartha R. Das. "Building competitive advantage on manufacturing resources." Long Range Planning 26, no. 2 (April 1993): 90–100. http://dx.doi.org/10.1016/0024-6301(93)90140-b.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Tysiachna, Yunna. "Analysis technology of a bank’s competitive position in the deposit market." Development Management 18, no. 4 (December 24, 2021): 41–56. http://dx.doi.org/10.21511/dm.18(4).2020.05.

Full text

Abstract:

The structurally balanced resource base of a bank determines its ability to achieve its goals and, as a result, its performance and has a decisive impact on the reproductive process in the economy by converting borrowed funds into investments. Despite a significant reduction in the number of banks over the past 10 years (from 175 to 73), the deposit market is a highly competitive environment. This necessitates the search for approaches to the formation of deposit resources that are adequate to modern conditions, aimed at their stabilization and sufficiency. The objective of the study is to develop a technology for analyzing a bank’s competitive position in the deposit market, which is the basis for choosing a strategy for managing the formation and use of the bank’s deposit resources. The technology of analysis of the bank’s competitive position in the deposit market consists of the following stages: building a system of indicators characterizing the formation and use of bank’s deposit resources, calculation and analysis of integrated taxonomic indicators of the formation and use of a bank’s deposit resources, developing the “formation of a bank’s deposit resources – use of a bank’s deposit resources” matrix, positioning of banks in this matrix, determining the strategies for the formation and use of a bank’s deposit resources, and making appropriate management decisions and their implementation. The proposed technology has been tested on the example of existing banks in Ukraine as of January 1, 2021. Its use allows determining the current competitive position of a bank in the deposit market and choosing a strategy for managing the formation and use of deposit resources from the proposed: preservation, activation, balancing, directed action, intensification, and aggressive strategy.

APA, Harvard, Vancouver, ISO, and other styles

26

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

27

Nawangsari, Lenny Christina, and Ahmad Hidayat Sutawidjaya. "How Can MSMES Achieve Sustainability Business?" Business and Entrepreneurial Review 21, no. 1 (May 27, 2021): 153. http://dx.doi.org/10.25105/ber.v21i1.9271.

Full text

Abstract:

In business competition, MSMEs are required not only to have working capital but also to be able to manage human resources well. One of the strategies undertaken by MSMEs to win the competition is by implementing Green Human Resources management in their HR management. This study aims to analyze the effect of Green Human Resources management which consists of Green Recruitment, Green Training & Development, Green Performance & Appraisal, and Green Compensation & Rewards on Competitive Advantage and Sustainability Business on MSMEs in Bukittinggi. The research method used is a quantitative method with statistical analysis of the Structural Equation Model (SEM). The research results confirm that Green Recruitment, Green Performance & Appraisal, and Green Compensation & Reward affect Competitive Advantage and Sustainability Business. Meanwhile, Green Training & Development does not affect Competitive Advantage and Sustainability Business. Good implementation of Green Human Resources Management at MSMEs in Bukittinggi will affect competitive advantage and Sustainability Business.

APA, Harvard, Vancouver, ISO, and other styles

28

Otinashvili, Ramaz. "Comparative competitive strategy." Works of Georgian Technical University, no. 4(518) (December 15, 2020): 25–33. http://dx.doi.org/10.36073/1512-0996-2020-4-25-33.

Full text

Abstract:

The Comparative competitive strategy of a business depends on the introduction of modern management practices. According to competitive strategy, business objects can be classified as market leaders, challengers, followers, and objects, with own market niches. The key aspects of their competition are analyzed as well. It is noted that the competition strategies are difficult to implement and require a considerable amount of resources. Considering the examples of successful companies around the world, there is no universal model of competitive strategy for a particular business. Each firm must individually select the strategy that suits it, based on its goals, challenges, and opportunities.

APA, Harvard, Vancouver, ISO, and other styles

29

Pylypenko, Nadiia, Nataliia Klietsova, and Iryna Stoianenko. "AN EMPIRICAL ANALYSIS OF COMPETITIVENESS FACTORS OF THE REGION’S AGRARIAN SECTOR." Baltic Journal of Economic Studies 5, no. 5 (February 8, 2020): 128. http://dx.doi.org/10.30525/2256-0742/2019-5-5-128-135.

Full text

Abstract:

Purpose. The analysis of theoretical concepts of sustainable competitive advantage, the assessment of the competitive advantages of the agricultural sector in the region and identification of the opportunities to provide competitive advantages under conditions of instability as well as a changeable business environment. Results. Two opposite concepts of sustainable competitive advantages’ sources are analyzed. The first one is resource-oriented, the second one – based on the influence of the external environment on the competitive position of the company. It is found out that in modern conditions, the concept based on the resource approach is more adequate for the agrarian sector as the business features in agriculture predetermine the considerable resources’ immobility. In agriculture, due to the specificity of rural settlements, the combination of the basic resources (land, machinery, people) causes a quite rigid configuration that cannot be changed quickly enough. But the resources themselves are not a source of competitive advantage; the ability to use available resources effectively is important. The authors propose a method for comparing the security and efficiency of the basic resources’ usage in agriculture by region. Under the framework of the methods, it was put the index method that allows comparing individual indicators and defining the integral index. The authors used such indicators as energy capacity, tractors and labour resources per one hectare of agricultural land to estimate resource availability. Resource efficiency is characterized by labour productivity indicators (gross production per one average annual employee) and land productivity (gross production per one hectare of agricultural land). The integral indices were calculated based on the geometric mean. There was done the comparative analysis of the provisions of basic resources and the efficiency of their usage by agricultural enterprises of Sumy region, neighbouring regions as well as the average industry indicators based on the proposed methodology. The analysis confirmed the existence of sustainable competitive advantages in the regional context and found that the leading resource is not natural characteristics, but effective management, which provides the highest efficiency of management. Conclusions. Taking into account the rapid changes in the business environment, any competitive advantage can quickly turn from sustainable to unstable. An assessment of the competitive advantages of the agrarian sector in the region has shown that to provide a sustainable position, it is first and foremost necessary to focus on reducing the costs and use innovations. Under conditions of rapid technological change, the main resource is human ones that can produce certain knowledge and innovative solutions. The proposed method of calculation of the integral indicators of resource availability and efficiency of their usage allows evaluating the existence of competitive advantages objectively and can be used both for the development of competitive strategies of agricultural enterprises and the preparation and decision-making at the level of central and regional authorities

APA, Harvard, Vancouver, ISO, and other styles

30

Levy, Emily J., Matthew N. Zipple, Emily McLean, Fernando A. Campos, Mauna Dasari, Arielle S. Fogel, Mathias Franz, et al. "A comparison of dominance rank metrics reveals multiple competitive landscapes in an animal society." Proceedings of the Royal Society B: Biological Sciences 287, no. 1934 (September 9, 2020): 20201013. http://dx.doi.org/10.1098/rspb.2020.1013.

Full text

Abstract:

Across group-living animals, linear dominance hierarchies lead to disparities in access to resources, health outcomes and reproductive performance. Studies of how dominance rank predicts these traits typically employ one of several dominance rank metrics without examining the assumptions each metric makes about its underlying competitive processes. Here, we compare the ability of two dominance rank metrics—simple ordinal rank and proportional or ‘standardized’ rank—to predict 20 traits in a wild baboon population in Amboseli, Kenya. We propose that simple ordinal rank best predicts traits when competition is density-dependent, whereas proportional rank best predicts traits when competition is density-independent. We found that for 75% of traits (15/20), one rank metric performed better than the other. Strikingly, all male traits were best predicted by simple ordinal rank, whereas female traits were evenly split between proportional and simple ordinal rank. Hence, male and female traits are shaped by different competitive processes: males are largely driven by density-dependent resource access (e.g. access to oestrous females), whereas females are shaped by both density-independent (e.g. distributed food resources) and density-dependent resource access. This method of comparing how different rank metrics predict traits can be used to distinguish between different competitive processes operating in animal societies.

APA, Harvard, Vancouver, ISO, and other styles

31

Pacheco-Coello, Carlos Enrique, and Francisco Gerardo Barroso-Tanoira. "Estrategias para lograr competitividad en empresas locales. Un estudio en el sureste de México. / Strategies for archieving competitiveness in local enterprises. A study in the South East Mexico." Revista de Ciencias Empresariales │Universidad Blas Pascal, no. 5 (2020) (December 22, 2020): 19–30. http://dx.doi.org/10.37767/2468-9785(2020)002.

Full text

Abstract:

El presente estudio sugiere estrategias para que las pequeñas y medianas empresas locales de una ciudad del sureste de México, sean competitivas ante las amenazas de empresas foráneas, usualmente más grandes, con más recursos y tecnología, aunque también pueden ser útiles para cualquiera empresa interesada en mejorar su posición competitiva.ABSTRACT: This study suggests strategies for small and middle sized local enterprises of a city in the South East of Mexico, to be competitive for facing competition from foreign enterprises, which are usually larger, with more resources and technology, although they could also be useful for any enterprise interested in improving its competitive position.

APA, Harvard, Vancouver, ISO, and other styles

32

Jin, Yan, and Paulette Edmunds. "Achieving a competitive supply chain network for a manufacturer." Journal of Manufacturing Technology Management 26, no. 5 (June 1, 2015): 744–62. http://dx.doi.org/10.1108/jmtm-01-2013-0004.

Full text

Abstract:

Purpose – Collaboration in supply chain networks (SCN) becomes extremely important for manufacturers seeking a sustainable competitive advantage. Such competitiveness depends on the SCN resources a manufacturing firm can allocate, the capabilities to identify and deploy these network resources effectively, and practices and applications the firm arranges for these resources. The purpose of this paper is to develop a conceptual framework that investigates the relationships between these network constructs and their influences on firm performance. Design/methodology/approach – An extensive literature review of supply chain management was conducted to explicate why some manufacturers outperform others. A resource-based view, dynamic capability theory, and extended resource-based view were employed to develop a conceptual model that investigates relationships between the resources, capabilities, and practices of a SCN. The relationships were then examined to analyze their influences on firm performance. Several cases and practical examples were included in the study to give a better understanding of the conceptual research model. Various keywords were used in searching literature for the constructs of the research model. For example, “knowledge” and “supply chain network” were used to search the literature regarding the SCN intangible resources. Findings – This study uses a conceptual model to identify SCN resources that are dispersed in the internal territory among different network members, SCN capabilities that are developed based on these network resources and lead to the firm’s competitive performance, and SCN practices used to acquire network resources and build network capabilities. Research limitations/implications – The conceptual model of SCN resources, capabilities, and practices needs further empirical validation. Practical implications – The conceptual model provides a framework for managers to identify the critical resources, capabilities, and practices of a SCN that help a firm achieve sustainable competitive performance. Originality/value – This research builds a comprehensive picture of relationships between a manufacturing firm’s strategic resources, capabilities, and practices in a SCN. It also provides a theoretical foundation for future research on developing instruments for resources, practices, and capabilities of a SCN and empirically testing the relationships among the appropriate constructs.

APA, Harvard, Vancouver, ISO, and other styles

33

Krehbiel, Keith, Adam Meirowitz, and Alan E. Wiseman. "A Theory of Competitive Partisan Lawmaking." Political Science Research and Methods 3, no. 3 (January 30, 2015): 423–48. http://dx.doi.org/10.1017/psrm.2014.41.

Full text

Abstract:

Motivated by polar extremes of monopartisanship and nonpartisanship in existing literature on parties in legislatures, we introduce and analyze a more moderate theory of competitive partisan lawmaking. The distinguishing feature of competitive partisanship is that the minority party, although disadvantaged, has some guaranteed opportunities to influence lawmaking. Our analytic framework focuses on two dimensions of parties in legislatures: agenda-based competition, operationalized as a minority party right to make an amendment to the majority party’s proposal, and resource-based competition, characterized as the ability of both party leaders to use transferable resources when building winning or blocking coalitions. Building on the canonical model, we find that giving voice to the minority party in either one of these ways alone results in outcomes that, on the whole, are less lopsided and more moderate than those predicted by the existing monopartisan and nonpartisan theories.

APA, Harvard, Vancouver, ISO, and other styles

34

Fauzi, Ahmad, Budi Suharjo, and Muhammad Syamsun. "Pengaruh Sumber Daya Finansial, Aset Tidak Berwujud dan Keunggulan Bersaing yang Berimplikasi Terhadap Kinerja Usaha Mikro, Kecil dan Menengah di Lombok NTB." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 11, no. 2 (February 25, 2017): 151–58. http://dx.doi.org/10.29244/mikm.11.2.151-158.

Full text

Abstract:

The research analyzes the financial resources, intangible assets (innovation capital, human capital, and customer capital), competitive advantage and financial performance, also analyzing its effect and analyzing business feasibility from the point view of Net Present Value (NPV), Profitability Index (PI), Payback Period (PP) and Internal Rate of Return (IRR) on cow commodities, corn and seaweed (PIJAR). The method used is qualitative and quantitative, the respondent are choose by purposive sampling with the criteria of SME which conduct their business on cow commodities, corn and seaweed at Lombok NTB Region. This research is using the Partial Least Square (PLS) analysis which is a statistical method on varian basis. The research results obtained by the Financial Resource Capacity has well sufficient capacity of (3.29), Intangible Asset have well sufficient capacity of (3.86), well good for Competitive Strategy Excellence Cost of (3.92) and quite good Financial Performance. The influence among variables on the seaweed commodities : (1) Financial Resource does not affect the financial performance and price competitive competition, so the financial resources capacity is well good, although its not yet able to contribute on the financial performance; (2) Innovation capital affect on financial performances but do not affect on competitive strategy; human capital affect on the financial performance and competitive strategy; customer capital affect on the financial performance and competitive strategy; and (3) The business feasibility for PIJAR commodities are very well based on the view point of NPV, PP, PI and IRR.

APA, Harvard, Vancouver, ISO, and other styles

35

Branson, David H. "Reproduction and survival in Melanoplus sanguinipes (Orthoptera: Acrididae) in response to resource availability and population density: the role of exploitative competition." Canadian Entomologist 135, no. 3 (June 2003): 415–26. http://dx.doi.org/10.4039/n02-061.

Full text

Abstract:

AbstractThe relative importance of exploitative competition for resources on grasshopper reproductive allocation has not been fully examined. Given the large fluctuations in grasshopper densities that periodically occur in western North America, an increased understanding of how grasshopper survival and reproduction vary in response to intraspecific densities and per capita resource availability is important. I examined if exploitative resource competition could explain variation in reproductive allocation in Melanoplus sanguinipes (Fabricius) in response to resource availability and grasshopper population density. I also examined whether individual differences in competitive ability resulted in increased variance in egg production with low per capita resource availability. As expected with exploitative resource competition, per capita resource availability explained a significant amount of the variation in all reproductive characteristics examined. There was no effect of per capita resource availability on survival. Residuals of the regressions of egg production and vitellogenesis versus per capita resource availability did not differ for resource or density treatments, indicating that exploitative competition for resources played a more important role than interference competition in determining reproductive allocation in M. sanguinipes. Individual differences were evident, as variation around the mean of egg production increased with resource limitation. Exploitative competition for resources was important in determining both individual and population-level reproductive responses of grasshoppers to resource availability.

APA, Harvard, Vancouver, ISO, and other styles

36

Casanueva, Cristobal, Angeles Gallego, and Maria Angeles Revilla. "Access and mobilization of network resources and competitive advantage in hotels." International Journal of Contemporary Hospitality Management 27, no. 6 (August 10, 2015): 1279–300. http://dx.doi.org/10.1108/ijchm-03-2013-0144.

Full text

Abstract:

Purpose – This paper aims to advance a model that will explain how hotel firms access and mobilize external resources. Hotel operators and firms need to complement their internal resources with external resources, which they can access through their personal and organizational ties, so as to compete and to achieve success. Design/methodology/approach – A framework is proposed, on the basis of the resource-based view and network theory, to explain the process of access and mobilization of available external resources thanks to the professional and social ties of the managers of hotel firms. Findings – This framework distinguishes between access to network resources and their mobilization. This paper introduces network resource mobilization capability as an adaptive capability of managers and employees that can improve hotel firm performance. Previous experience and contextual factors such as the type of property and the management style all influence the nature of this capability. Practical implications – This work proposes a repertory of relevant resources in hotels and the preparation of an instrument to measure access to those resources and their mobilization through social capital. It also proposes the need to develop a new dynamic capability: the capability to mobilize network resources in hotel firms through their managers. Finally, it proposes that social capital is a valuable resource for both hotel firms and their managers. Originality/value – This theoretical approach makes a key distinction between access to and mobilization of network resources, which leads to a better understanding of the potential of the individual social capital of hotel managers. Network resource mobilization capability is introduced as an adaptive capability of managers.

APA, Harvard, Vancouver, ISO, and other styles

37

Calvi, Richard. "Supply resource management: Salomon and his network of subcontractors in Romania." Strategic Direction 33, no. 2 (February 13, 2017): 4–6. http://dx.doi.org/10.1108/sd-11-2016-0162.

Full text

Abstract:

Purpose According to Christopher (2000), in a lot of sectors, the competition is a question of supply chain against supply chain. The winner in term of competitive advantage should be the one, who is able to obtain more than the competitor from the available resources. In strategic literature, Dyer and Singh (1998) are the first who introduced the concept of “relational competency” to explain why some companies gain their competitive advantage not directly from their internal resources but mainly because they are able better to combine external resources. Design/methodology/approach This paper is a case study. Findings The author describes the different phases and strategic decisions in the building of a real supplier eco-system. Research limitations/implications It is a sole case study. Practical implications This study is a description of a success story. Originality/value This study is a description of an external resource management in action.

APA, Harvard, Vancouver, ISO, and other styles

38

Das, Debanjan, and Jung E. Ha-Brookshire. "India, the next China? Analysis of the unique firm resources claimed by Indian apparel export firms." Journal of Fashion Marketing and Management 18, no. 4 (September 2, 2014): 378–93. http://dx.doi.org/10.1108/jfmm-10-2012-0062.

Full text

Abstract:

Purpose – The purpose of this paper is to explore the unique resources that Indian apparel exporting firms claim to have and the key resources that help provide competitive advantage to these firms. Design/methodology/approach – A web-based content analysis of texts available on “About Us” or related sections of the Indian export firms was conducted. Text data were coded and interpreted. Findings – Physical resources seemed to be one of the most critical resources for their competitive advantages for the study samples. The ability to provide affordable and competitive prices for their products and experience in exporting were recognized as important firm resource described by the study samples. Research limitations/implications – The study results supported the resource-based theory of the firm by showing additional key firm resources, such as ability to maintain domestic operations and to provide competitive prices that Indian apparel exporters claimed to have. Generalizability of the results is cautioned due to the content and analysis mode of the study data. Practical implications – The results indicate that design capabilities, flexible production systems, and skilled labor are the key resources that provide Indian apparel industry the competitive advantage over its competitors. Therefore, Indian apparel exporters may want to continue to strengthen and emphasize these abilities to foreign buyers to complete in the global marketplace. Originality/value – Given the importance of Indian apparel industry in the global market place, this study builds a knowledge base of the key resources possessed by the Indian apparel export firms.

APA, Harvard, Vancouver, ISO, and other styles

39

Andrade Rojas, Mariana Giovanna, and Abhishek Kathuria. "Do Technological Resources Influence Competitive Brokerage? An Analysis In A Competition Network." Academy of Management Proceedings 2014, no. 1 (January 2014): 15067. http://dx.doi.org/10.5465/ambpp.2014.15067abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Abrams, Peter A. "The nonlinearity of competitive effects in models of competition for essential resources." Theoretical Population Biology 32, no. 1 (August 1987): 50–65. http://dx.doi.org/10.1016/0040-5809(87)90039-6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Karia, Noorliza. "Knowledge resources, technology resources and competitive advantage of logistics service providers." Knowledge Management Research & Practice 16, no. 3 (July 3, 2018): 414–26. http://dx.doi.org/10.1080/14778238.2018.1496570.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Karia, Noorliza. "Knowledge resources, technology resources and competitive advantage of logistics service providers." Knowledge Management Research & Practice 16, no. 4 (October 2, 2018): 451–63. http://dx.doi.org/10.1080/14778238.2018.1521541.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Zyablikova, O. A. "Methodological aspects of human resources management in the context of the company's resource concept." Vestnik Universiteta, no. 6 (August 7, 2021): 22–30. http://dx.doi.org/10.26425/1816-4277-2021-6-22-30.

Full text

Abstract:

Modern organizations are forced to adapt to the conditions of market relations and competition. The factors that determine success in the market are also factors for the survival of the organization. Achieving competitive advantages in accordance with the resource approach is possible as a result of using unique resources, one of which is human resources. The most significant areas of interaction between the organization and the personnel within the framework of both the world community and the Russian Federation are considered in the article. A study of the provision of enterprises of the Penza region with human resources was carried out and an assessment of the effectiveness of the human resources management system in a pandemic was carried out using an expert method. Based on the results of the study, recommendations were developed for the organization of personnel management in conditions of uncertainty.

APA, Harvard, Vancouver, ISO, and other styles

44

Miraza, Zuwina, and Hafriz Rifki Hafas. "Dampak Sumber Daya VRIN terhadap Keunggulan Bersaing dan Kinerja (Studi pada UKM di Medan)." Jurnal Manajemen dan Organisasi 6, no. 2 (June 3, 2016): 91. http://dx.doi.org/10.29244/jmo.v6i2.12241.

Full text

Abstract:

In order to achieve positive performance growth in this era of global competition, Small Medium Enterprises (SMEs) must have sustainable competitive advantages. Competitive advantages can be obtainedif SME have Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources. Therefore this research aimed to study the effects of VRIN resources to competitive advantages and performance. The subjects of this study was 187 SMEs listed in Cooperation Office and SME of Medan. Using path analysis, the obtained result shows that rareness gave direct effects to performance and in-immitable gave indirect effects to performance through competitive advantages as intervening.Keywords: VRIN, competitive advantage, performance, small medium enterprises

APA, Harvard, Vancouver, ISO, and other styles

45

Mandal, Santanu. "Towards a Model of Sustainability Capabilities and Competitive Advantage." International Journal of Applied Management Sciences and Engineering 1, no. 1 (January 2014): 41–57. http://dx.doi.org/10.4018/ijamse.2014010103.

Full text

Abstract:

Firms have lately realized the importance of sustainability because of (1) decreasing resources (2) difficulty in getting adequate and skilled resources. Therefore firms are trying their best to include sustainability considerations in their operational, tactical and strategic planning. In this scenario, this paper makes an attempt to operationalize several kinds of resources existing in an organization from a sustainability perspective and tries to investigate which of these can best help the organization in developing sustainability capabilities which will eventually led the firm to gain competitive advantage. Based on the data collected from 204 executives engaged in different sectors, the findings indicate that except accounting resources, all other resources like information technology, finance, marketing and operations are significant in enabling the firm to develop sustainability capabilities. Relatively, operations resources and information technology resources are the most important predictors of sustainability capabilities and hence firms can focus more on these departments while strategic resource allocation. Finally, the study exhibited that sustainability capabilities do help a firm to gain competitive advantage.

APA, Harvard, Vancouver, ISO, and other styles

46

Duschek, Stephan. "Inter-Firm Resources and Sustained Competitive Advantage." management revu 15, no. 1 (2004): 53–73. http://dx.doi.org/10.5771/0935-9915-2004-1-53.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Mosakowski, Elaine. "Entrepreneurial Resources, Organizational Choices, and Competitive Outcomes." Organization Science 9, no. 6 (December 1998): 625–43. http://dx.doi.org/10.1287/orsc.9.6.625.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Welch, G. V., M. Engel, and H. W. Adams. "Acquiring energy resources in a competitive market." IEEE Power and Energy Magazine 1, no. 3 (May 2003): 36–42. http://dx.doi.org/10.1109/mpae.2003.1197914.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Fleisher, Craig S., and Gerald A. Schoenfeld. "Functional - level competitive intelligence: Human resources management." Competitive Intelligence Review 2, no. 3 (1992): 2–7. http://dx.doi.org/10.1002/cir.3880020304.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Sistla, Mala, and J. Todd. "Maximizing PC resources for competitive intelligence operations." Competitive Intelligence Review 4, no. 1 (1993): 75–78. http://dx.doi.org/10.1002/cir.3880040118.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Competitive resources'

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