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The Contributions of Industrial Organization To Strategic Management
Abstract
The traditional Bain/Mason paradigm of industrial organization (IO) offered strategic management a systematic model for assessing competition within an industry, yet the model was seldom used in the business policy (BP) field. IO and BP differed in their frames of reference (public vs. private), units of analysis (industry vs. firm), views of the decision maker and stability of structure, and in other significant respects. Development of IO theory during the 1970s has narrowed the gap between the two fields, to the extent that IO should now be of central concern to policy scholars.
... Lee and Miller (2001) define organizational commitment as a sense of trust in organizational values, willingness to do their best for the benefit of the organization and the desire to remain with the organization. Mowday et al., (1982) and Porter (1974) define organizational commitment as the acceptance of the people within an organization to involve itself into the organizational structure. According to Mowday et al., (1982), the commitment to this organization can be illustrated through three factors which are acceptance of organizational values and goals, preparation and willingness to work solemnly on behalf of the organization and the desire to maintain membership within the organization. ...
... Research on organizational commitment is an ongoing study to date as it relates to individual performance, organizational performance and effectiveness in an organization (Mohamed Mousa & Ruth Alas, 2016; Allen & Meyer, 1996; Mathieu & Zajac, 1990; Mowday, 1998) commitment is translated into three categories, namely work commitment, career commitment, and organizational commitment. The definition of organizational commitment refers to the strength of individual identification and its involvement in the organization (Porter et al., 1974). According to Vandenberghe and Tremblay (2008), the model of organizational commitment proposed by Meyer and Allen (1991) is the most popular model used in previous studies. ...
... There are two questionnaires to measure the organizational commitment that has always been the choice of previous researchers. The questionnaire developed by Porter et al., (1974) and . Questionnaire by Porter et al., (1974) was developed to measure the satisfaction and level of employee engagement in the organization, there were 15 items of 9 scales, this questionnaire did not set a clear boundary between the types of commitments. ...
This study was conducted to verify the construct model for organizational commitment among technical teachers at the Vocational College under the Ministry of Education. A study involving 25 vocational colleges with a total sample of 493 people consisting of teachers in mechanical engineering, electrical and electronic engineering fields, and engineering. This study uses Structural Equation Modeling (SEM) approach with AMOS 20 software. Researchers used the Organizational Commitment Questionnaire (OCQ) developed by Meyer, Allen, and Smith (1993) and Meyer and Allen (1997), comprising three substructures namely affective commitment, normative commitment and continuous commitment. The number of items is 24, 8 items per sub construct and after exploratory factor analysis is carried out there were only 22 items left. In order to ensure that the organization's commitment measuring model is verified, three factors have been evaluated as unidimensionality (looking at the factor loading ≥ 0.6), Validity (convergent validity AVE ≥ 0.5, and construct validity refers to fitness indexes) and Reliability (composite reliability, CR ≥ 0.6 and Average Variance Extracted ≥ 0.5). After the CFA analysis is carried out no items were dropped because all items have loading factors> 0.6, AVE ≥ 0.5 values for all sub constructs. While fitness indexes for Absolute Fit (RMESA = 0.062), Incremental Fit (CFI = 0.953, TLI = 0.945) and Parsimonious Fit (Chisq/df = 2.918) met the requirements set for all CR values ≥ 0.6. It can be concluded that after the measurement model was modified by looping between items, the model was fit to be used for structural model analysis process.
... ¿Cuáles eran estas herramientas? Armar marcos analíticos que les permitiera a las empresas estudiar la situación de su sector -industria-, por medio de la lectura de los elementos de la ECR, elementos como la diferenciación, las barreras de entrada, los bienes sustitutos, entre otros, pero con un carácter defensivo/ofensivo que tenga en cuenta a sus competidores (Porter, 1981(Porter, y 1983. ...
... Como vimos, la estrategia empresarial ya se encontraba en desarrollo desde mediados del siglo pasado e hizo dialogar al marketing con los aportes de planeamiento de la declaración de la Misión y Visión, de la matriz FODA (o sus postulados), de los análisis de Igor Ansoff sobre diversificación, de la curva de experiencia de Bruce Henderson en el Boston Consulting Group (BCG), de la matriz de crecimiento-participación del BCG (Kotler, [1980(Kotler, [ ] 1981, de los trabajos en los años setenta y ochenta del mismo Porter (Kiechel, 2010;Ferrari, 2021). Inclusive, Theodore Levitt, también economista y profesor de Harvard, estaba trabajando en el concepto de "diferenciación" aplicado al marketing y el management a la par que su colega Michael Porter, aun cuando en este último sea más explícito el traslado de la escuela microeconómica de la Organización Industrial de Harvard (Levitt, 1980;Porter, 1981Porter, y 1983. ...
... There are three streams of literature in strategic management aiming to explain the nature of competitive advantage (Rodríguez et al., 2015). The first stream of literature concerns Michael E. Porter's notion of competitive advantage (Porter, 1980(Porter, , 1981(Porter, , 1985. The second stream of literature of Jay Barney and others emerges as a criticism of Porter´s propositions on how some firms outperform others in markets (Barney, 1991;Peteraf, 1993;Rumelt, 1987;Teece et al., 1997;Wernerfelt, 1984). ...
... On the other hand, the nature of sustained competitive advantage, framed into the Resource-based View (RBV) perspective, deals with the problem of complexity in strategic management (Barney, 1991). In this regard, the notion of sustained competitive advantage emerged as a criticism of Porter's competitive advantage model (Porter, 1980(Porter, , 1981(Porter, , 1985 that aimed to explain why some firms outperform others in competitive markets. Therefore, Barney and others criticise Porter's model of competitive advantage suggesting that a complete explanation of the nature of economic rents must be drawn from the notion of sustained competitive advantage (Wernerfelt, 1984;Teece et al., 1997;Peteraf, 1993;Rumelt, 1987;Kogut and Zander, 1992). ...
In recent years, Qualitative Comparative Analysis (QCA) has emerged as a research approach to get insight into social science and business complexity. In contrast to the inferential methods that measure the net effect of an independent variable into a dependent variable, the QCA approach uncovers the necessary and sufficient conditions leading to a desired outcome. This paper discusses complexity in social science and business from the QCA perspective. In this regard, there are three streams of literature in strategic management aiming to explain how some firms outperform others: Porter´s competitive advantage approach, Barney´s sustained competitive advantage perspective, and D´Aveni´s temporary advantage. However, the sustained competitive advantage approach suggests that generating economic rents must be understood as a complex phenomenon characterised by three features: i) path dependency (e.g., some resources and capabilities can only be developed over long periods, ii) social complexity (e.g., it may not always be clear how some firms develop some capabilities in short to medium term), and iii) causal ambiguity (e.g., some resources and capabilities cannot be bought and sold in markets). Therefore, this framework draws from a complex (or complexity) process that establishes logical connections between combinations of causal conditions (i.e., resources and capabilities) and a desired outcome (i.e., economic rents). The research methodology for business from the QCA perspective thus may raise some critical questions: How do some firms accumulate and deploy resources and capabilities more efficiently than their competitors to internally (not in markets) acquire and sustain a competitive advantage? And what is the nature of a firm´s economic rents? In short, this paper discusses the nature of sustained competitive advantage (i.e., desired outcome) as a complex process (and not as a linear process) in that some firms outperform others, managing and deploying different resources and capabilities (i.e., conditions).
... The emergence of strategy as a corporate activity was cemented by the papers and books written by Michael Porter (Porter, 1980(Porter, , 1981(Porter, , 1990(Porter, and 1991. Porter argued that companies need to keep in mind the five forces that affect the conduct of business. ...
... The consolidated picture of an I 4.0 organisation for the operations value chain is shown in figure 8. The figure covers only the operations value chain part of an organisation, as defined by Porter (1981). However, I 4.0 will connect all the value chain contributors in an organisation, such as, marketing, finance, HR and so on. ...
Operations Strategy (OS) gained a new perspective after the introduction of the Malcolm Baldrige Model for Business Excellence (MBM), in 1987. Many companies adopted the MBM framework, along with Balanced Score Cards (BSC) and the Annual Quality Improvement Plans (AQUIP) methodology, to achieve world class performance through the creation of ‘integrated organisations’ using Quality Operations Strategy (QOS) as a key driver. With the advent of Industry 4.0 (I 4.0), the possibility of creating a truly integrated organisation appears to have gained momentum. Quality Operations Strategy 4.0 (QOS 4.0) is expected to drive Business Excellence (BE) in digitalised companies in the near future, by creating integrated organisations using MBM and I 4.0 techniques. This paper traces the evolution of the QOS, and its possible evolution in the era of I 4.0.
... Every organization, which is engaged in service sector and/or non-service sector, requires a strategy that may help an organization to compete and continually grow through the maximization of all potential owned-and appliedresources [1,2]. The study of Cescon, Costantini et al. [3] also implies that within the context of management discipline, strategy management is a well-organized technique on the organization's resources planning, organizing, actuating, as well as controlling that later help the organization to produce a competitive strategy accurately. ...
... The study of Porter [4] explains that competitive strategy helps the organization to identify and secure the most prominent market segments within a product market arena. Therefore, a competitive strategy determines how an organization or a business unit competes within a market segment in order to create a competitive advantage and it aims to create a favorable and sustainable condition for the forces that determine industry competition [2,4,5]. In addition, each organization or a business unit is asked to have a special competitive strategy that can later help to strengthen the business character, which may finally become as one of vital tools to achieve successfully the targets. ...
The dynamic of banking industry development globally moves forward rapidly and to be more specific, in the context of Asian, especially in the developing countries, such as Indonesia, the recent development of banking industry in Indonesia from 2020 has been aligned with the government work programs, national long-term development plan, as well as, national medium-term development plan, especially in supporting the national economic recovery program as a response to the impact of Covid-19. Research on the competitive advantage strategy of banks in the context of Asian region, especially developing countries, has been less discussed in the literature and the most interesting notion is that, as for the novelty of this study, it is crucial to explore the new era of financial technology, known as a fintech, which is currently blossoming within the banking services and markets. As such, this study intends to investigate the role competitive advantage strategy of bank through the emphasis on digital and human resource transformation towards financial technology era. By using a qualitative research method with the approach of case study, this study finds, as for theoretical contribution, that digital and human resource transformation do affect the behavior of bank in entering and adapting the financial technology era, for example, facilitating the human resource to acquire a new skills in related with the digital banking system. The recommendation of managerial contribution is also offered in this study within a particular section of this paper.
... In addition to the industrial organization approach focuses on adapting to the industrial environment rather than resources and capabilities. Being able to respond to the requirements of the market ensures the survival of the firm (Lado et al., 1992;Porter, 1981). In the assumptions of industrial organization where resource mobility is not prevented; industry rivalry, threats of new entrants, threats of substitute, bargaining power of suppliers and bargaining power of customers are considered. ...
... In this context, it is agreed on an umbrella competence perspective that includes the internal perspective of the resource-based view (Barney, 1991), and the external perspective of the industrial organization and environmental models (Barney, 1991;Porter, 1981). This holistic structure, which will be handled with the Competency-Based approach, promises a sustainable competitive advantage to the company. ...
... A firm's competencies and managerial abilities are to marshal the assets to produce superior environmental performance that determine competitive advantage [53,54]. Therefore, internal resource and capabilities lead to a sustained competitive advantage, which in turn contributes to environmental and financial performance [46,[55][56][57]. On the other hand, the institutional theory elucidates how external organizations convey homogeneity across organizations within an organizational field, which [58] capture so logically: "organizations that, in the aggregate, constitute a recognized area of institutional life: key suppliers, resources and product, customers, regulatory agencies and other organizations that provide similar services or products". ...
... RBV can be combined to build a competitive and performance advantage for the owner. Therefore, internal resource and capabilities lead to a sustained competitive advantage, which in turn contributes to performance [46,[55][56][57]. In recent years, besides economic factors non-economic factors are also drawing attention. ...
In terms of growth and economic development, ready-made garments
(RMG) are playing a significant role through income generation, employment,
standard of living and women empowerment in Bangladesh. The
government and the policy makers have taken initiatives to move ahead
to the development path so that the environmentally vulnerable country
can prepare itself to attain sustained development goals. Environmental
sustainability is the managerial philosophy of today’s business world that
stresses on performance, growth, survival and response to changing environment.
The impact of climate change calls for taking the responsibility
by the businesses so that we can keep the world livable for the future
generations. Environment and business complement each other in several
ways. Being pressurized by some strategic factors, garments industries in
Bangladesh are adopting sustainability programs for its long-term survival.
This study attempted to find out the factors responsible for the environmental
performance. It employed a survey questionnaire to know the motivational
factors of environmental performance. This study adopted OLS
method for data analysis. Based on 156 data sets, the study confirmed that
regulations, competitive advantage and stakeholders’ pressure play significant
role of stimulators of environmental performance. The resource persons,
think tank and policy makers should make sure of formulation and
proper implementation of legal issues and compliance. Incorporation of
stakeholders’ insight and expectations and gaining inimitable competitive
advantage over a sustained time period should also be a managerial concern.
... Import penetration, also known as import competition, serves as a proxy for competition due to its ability to intensify market competition within domestic industries. Morandi Stagni et al. (2021), Matusik and Hill (1998), and Porter (1981) explain that greater import penetration is conceptually equivalent to an increase in the number of rivals. As import penetration rises, firms must compete not only with domestic competitors but also with a growing number of international competitors for the same domestic customer base. ...
Corporate misconduct receives significant attention in the business ethics literature. This paper studies how corporate misconduct is impacted by import penetration from China, which is largely exogenous to the U.S. product market. Using this natural experiment, we find that heightened Chinese import penetration curbs corporate misconduct of U.S. firms. The effect is more pronounced for firms with weaker corporate governance and firms more vulnerable to product market competition. The findings provide implications for firms facing increased import penetration. Firms may consider improving corporate governance and exploring avenues for differentiation as potential strategies to cope with the competition. In addition, we address the exogeneity concern derived from the influence of Chinese value penetration. Furthermore, we find that competition-related policies such as tariff reduction and U.S. granting China Permanent Normal Trade Relations (PNTR) status also lower corporate misconduct. Our work adds to the debates on competition and corporate misconduct in a cross-country competitive landscape.
... Keunggulan kompetitif berkelanjutan (sustainable competitive advantage/SCA): Kemampuan yang diperoleh melalui karakteristik dan sumber daya suatu perusahaan untuk memiliki kinerja yang lebih tinggi dibandingkan perusahaan lain dalam industri atau pasar yang sama (Porter, 1981). ...
Penelitian ini menguji pengaruh strategi inovasi dan peran organisasi pembelajar terhadap kinerja unit bisnis tenaga listrik. Dimensi strategi inovasi adalah (1) kepemimpinan kewirausahaan, (2) inovasi proses, (3) inovasi layanan, dan (4) organisasi pembelajar sebagai mediasi untuk meningkatkan kinerja unit bisnis. Penelitian ini adalah untuk mengeahui peran organisasi pembelajaran dan kepemimpinan kewirausahaan terhadap inovasi merupakan sumber pengetahuan dan kemampuan baru serta dapat menghasilkan inovasi yang lebih berkualitas dan berkelanjutan yang pada akhirnya akan meningkatkan kinerja unit bisnis. Kinerja unit bisnis terbukti dipengaruhi sendiri atau bersama-sama oleh faktor inovasi kepemimpinan kewirausahaan, inovasi proses, inovasi pelayanan dan dimediasi oleh organisasi pembelajar. Variabel organisasi pembelajaran mempunyai pengaruh paling dominan terhadap kinerja. Penelitian ini menunjukkan bahwa peningkatan efektivitas strategi inovasi dan organisasi pembelajar secara positif akan menghasilkan peningkatan kinerja.
... The initial studies exploring the applicability of management concepts and techniques in for-profit organisations focused on strategy and strategic management. Scholars such as Mintzberg (1979), Porter (1981), and Ronda-Pupo and Guerras- Martin (2012) contributed to defining the strategic term in the context of for-profit businesses. Various definitions emerged, emphasising how an organisation's strategy comprises decisions made by top-level management, influencing the entire organisation (Mintzberg, 1979). ...
Bu çalışma, çok sayıda Suriyeli mülteciye ev sahipliği yapan Türkiye'de sivil toplum kuruluşlarının (STK) karşılaştığı zorlukları incelemektedir. STK'lar toplumsal ihtiyaçların karşılanmasında önemli bir rol oynarken, sınırlı kaynaklar ve gelişen ortamlar gibi engellerle karşılaşmaktadırlar. STK'lar için önemli bir araç olan stratejik planlama, tarihsel gelişimi ve rekabet avantajı için benimsenen çeşitli stratejik paradigmalar dikkate alınarak derinlemesine incelenmiştir. Çalışmada özellikle Türkiye'deki Suriyeli STK'larda stratejik planlama ve performans arasındaki ilişkide finansman ve iş türünün düzenleyici rolü ele alınmaktadır. Araştırmada, Türkiye'de faaliyet gösteren STK'ların çalışanlarına, faaliyetlerinin çeşitliliği göz önünde bulundurularak dağıtılan yapılandırılmış bir anket uygulanmıştır. Çalışma, finansman ve iş türünün stratejik planlama ve performans arasındaki ilişkiyi etkilediğini varsaymaktadır. Araştırma modeli, bu temel değişkenlerin ana hatlarını çizerek, bunların birbirine bağlılığını ve STK'ların etkinliği üzerindeki etkisini vurgulamaktadır. Bulgular, stratejik planlamanın hedef yönelimi, yapı yönelimi ve strateji yönelimi üzerinde önemli olumlu etkilerini ortaya koyarken, aynı zamanda ana faaliyet alanı ve bütçenin ana kaynağının stratejik planlamanın performans yönelimi üzerindeki etkisinde düzenleyici rollerini de ortaya koymaktadır. Sonuçlar, bu faktörlerin stratejik planlama ile performans yönelimi arasındaki ilişkinin şekillenmesinde önemli bir rol oynadığını göstermektedir.
... Allen and Meyer (1993) developed organizational commitment theory, which proposes three components of the organizational commitment: emotional commitment, normative commitment, and continuity or continuous commitment. Porter (1981) defines organizational commitment as a genuine inclination of an individual to participate actively in a specific organization. This concept encompasses three main aspects: an employee's acknowledgment and alignment with the company's values, a commitment to investing significant effort in the organization, and a readiness to prolong their affiliation with the same company (Clay et al., 1975). ...
The greater the rate of employee turnover, the more harm it causes the company. Furthermore, there is a direct correlation between worker turnover and the intention to leave. Since the purpose of this research was to investigate employee turnover, the urgency of the issue is the main area of focus because it will obstruct the accomplishment of organizational objective. The purpose of this study is to examine the mediating role of organizational commitment and organizational citizenship behavior on the effect of job satisfaction on turnover intention. The research falls within the explanatory research category and included validation. This study utilised a survey to collect data from a significant portion of the workforce, consisting of 254 employees. The study used a saturated sample of 254 employees. The statistical method known as partial least squares, or PLS, along with the WarpPLS software were used for data analysis. The participants in this study were workers at an Indonesian manufacturer of medical devices. The research findings of this study provide an empirical contribution indicating that organisational commitment and organisational citizenship behaviour are critical components that need to be addressed in the company's efforts to lower the degree of intention to leave. Incorporating employees into decision-making processes can also help to maintain job satisfaction, as evidenced by the fact that such activities lower the intention of employee turnover. Companies should also focus on other factors that contribute to employee job satisfaction, such as clear career paths, appropriate rewards, work support facilities, and one example of good organisational citizenship on the part of employees not taking extra time off.
... We refer to the firm's resources as all its assets, capabilities, organizational processes, attributes of the firm, information, knowledge, etc., which enable it to design and implement strategies that improve its efficiency (Draft, 1983). In the language of traditional strategic analysis, the resources of a company are forces that the latter (company) can use to put and design their strategies (Learned, Christensen, Andrew, and Guth, 1969;Porter, 1981). ...
Corporate governance, a multidisciplinary concept that concerns in the first place the relationship between the shareholders and the manager (separation of ownership and control) in a contractual approach of the agency theory to concern in second place other stakeholders known by the Stakeholders model. In the recent past, this concept has evolved to include other dimensions (cognitive and behavioral) to remedy the inefficiencies of the shareholder approach. This article is a documentary research that explores a range of theories related to a new non-contractual approach to the firm:the behavioral approach to corporate governance. The results show that, like agency costs, there are behavioral costs (internal and external) that are costs associated with behavioral errors due to cognitive or emotional imperfections.
... We refer to the firm's resources as all its assets, capabilities, organizational processes, attributes of the firm, information, knowledge, etc., which enable it to design and implement strategies that improve its efficiency (Draft, 1983). In the language of traditional strategic analysis, the resources of a company are forces that the latter (company) can use to put and design their strategies (Learned, Christensen, Andrew, and Guth, 1969;Porter, 1981). ...
Corporate governance is a multidisciplinary concept that concerns the first place the relationship between the shareholders and the manager (separation of ownership and control) in a contractual approach of the agency theory concerns the second place other stakeholders known by the Stakeholders model. In the recent past, this concept has evolved to include other dimensions (cognitive and behavioral) to remedy the inefficiencies of the shareholder approach. This article is a documentary research that explores a range of theories related to a new non-contractual approach to the firm: the behavioral approach to corporate governance. The results show that, like agency costs, there are behavioral costs (internal and external) that are costs associated with behavioral errors due to cognitive or emotional imperfections.
... In general, the industrial organisation (IO) view assumes that the external environment determines the deployable actions of a firm; hence, industry and market structures are likely to determine a firm's strategic conduct and performance (Meilak & Sammut-Bonnici, 2015). Porter (1981) credited the IO theory for its efficacy in analysing strategic choices by firms within industries that bridge the gap between IO theory and strategic management. ...
This study examines the relationship between determinant factors (local factor conditions, related and supporting industries, policies and regulations), FDI attraction and the firm’s competitive advantage for foreign electronics manufacturing companies in Northern Malaysia. This quantitative study was carried out using online self-administrated survey questionnaires (Likert’s rating scale) which collected a total 443 completed questionnaires by managerial personnel from foreign electronics manufacturing companies in Northern Malaysia. Independent variables are local factor conditions, related and supporting industries, policies and regulations as FDI determinant factors; mediating variable is FDI attraction and firm’s competitive advantage is the dependent variable. The data were analysed using SPSS and ADANCO software to examine the relationship. The results of the PLS-SEM reveal that FDI attraction is a significant mediator between FDI determinant factors and firm’s competitive advantage through local factor conditions and policies and regulations, but not for local related and supporting industries. The study also shows local factor conditions and policies and regulation have significant direct effect on FDI attraction among foreign electronics manufacturing companies in Northern Malaysia. The research model offers a basis to develop a more comprehensive framework for future studies which suggest a neo-positivist research approach using mixed methods combining elements of quantitative and qualitative research can be considered for future research for a more holistic discovery of the subject matter.
... Due to environmental dynamism, resource pertinence evolves overtime (Maiti et al., 2020). Initially, land, labor and capital were scrutinized as effective firm resources (Porter, 1981). By the evolution of time, most researchers introduced the categorize of resources. ...
Resources act as an arm which often facilitates firm’s sustainable performance in volatile business markets. Few studies have emphasized the agile operant resources that propel family-owned firm’s profitability. The aim of this article is to show the concealed role of agile operant resources of firm owners that expedite family-owned businesses in profitability to ensure a firm’s sustainability. This research uses relativistic perspective based on interpretive worldview. For data collection, purposive sampling is used. While directing interviews, open-ended questions (interview guide) along with observations are used. Abductive research accompanied by Gioia methodology has been utilized for broader themes of discussion. The findings indicated relationship proneness, reputational resources, religious resources, agile soft skills, performance efficiency and excellency as hidden agile intangible resources which facilitate family firms of catering profitability. The paper presents a conceptual framework that highlights how family-owned firms can ensure profitability. The proposed research framework contributes to the present literature of family-owned firms by inspecting the mystical role of agile resources. It opens new avenues for practitioners to work on these resources that support to enhance profitability.
... Good service can increase consumer loyalty to the point where consumers will survive and not look at alternative options other companies (Freeman & McVea, 2005). According to Porter (1981), excellence Competing can also be seen as value that can be created by company to differentiate itself from its competitors. Mark What is created can be measured by the price that people are willing to pay consumers for the services provided. ...
The purpose of this research is to (1) determine the analysis of entrepreneurial influence Networking, Competitive Advantage influences Agriculture SME’s Business Performance in Makassar City (2) To analyze whether Digital Marketing is able to moderate the influence of Entrepreneurial Networking, Competitive Advantage on Performance Makassar City Agriculture SME’s Business. This type of research is causality. Research population This is a total of 86 Agriculture SME actors in Makassar City. Testing research data using a measurement model or often called outer models and structural models (structural models) or often called inner models, and effect size for moderating variables. The results of this research prove that (1) Entrepreneurial Networking, Competitive Advantage has a positive and significant effect on Makassar City Agriculture SME’s Business Performance (2) Digital Marketing cannot moderating the influence of Entrepreneurial Networking, Competitive Advantage on Agriculture SME’s Business Performance in Makassar City
... condition of unpredictability in the firm's business landscape due to rapid changes, often associated with technological changes, shifts in customer demand, or competitors' moves (Eisenhardt & Martin, 2000;Jaworski & Kohli, 1993;Mendelson, 2000;Pavlou & El Sawy, 2010). Such turbulence has effects that go beyond a simple disruption and are known to significantly affect firm behaviors and performance (Porter, 1981(Porter, , 1985. When the changes in the environment are rapid, the consequences of disruptions may run deep. ...
This study examines how different digital strategies influence agility in managing customer demand. We test the effects of digital strategies on three types of digitally-enabled demand management agility–adaptive, resilient, and entrepreneurial. Using a configurational perspective, we conceptualize digital strategies as the synergistic use of IT-driven and business-driven initiatives in selective or collective value chain domains. Configurations are used to outline three digital strategies: supply chain-oriented, marketing-oriented, and value chain-wide. Using data from a survey of 200 firms, we use configurational analysis to test the hypotheses. The results indicate that specialized–supply chain or marketing-oriented–digital strategies may be sufficient to create adaptive and resilient agility. However, a value chain-wide digital strategy is necessary to facilitate entrepreneurial agility. Results also indicate that a specialized digital strategy may suffice in less turbulent environments, but a value chain-wide digital strategy is required to manage demand management disruptions in highly turbulent environments.
... Having these can generate superior performance (see Barney, 1991;Newbert, 2008;Porter, 1980Porter, , 1981Porter, , 1985 although the main difficulty is detecting when they exist. In this article, we explore the Economic Moat, popularized by Warren Buffett, as one possible option. ...
... (Jasko, Popovic, & Prokic, 2012;Li & Wang, 2009;Van De Walle, Turoff, & Hiltz, 2014;De Long & Seemann, 2000).In the information management of corporate crises, it is necessary to effectively organise all the information management work in crisis management and make full use of the relevant information resources (Lee, Hirschmeier, Müller, & Luz, 2017;Schulz, Paulheim, & Probst, 2012;Jin, Liu, & Austin, 2014). Michael Porter, in his research on strategic management, once clearly proposed that the strategic management process is a process of value transfer, and through the use of value chain analysis, it is possible to find the monopoly nodes that exist in the economic process, and through the analysis of the internal and external environment, it is possible to help the company find the right monopoly position for itself in the industry, in order to obtain excess profits and make the company more competitive (Porter, 1981). This shows that there is a certain systematic and global nature to strategic management. ...
Corporate crisis management is important and influential from a strategic operations perspective, and information management plays a key role in crisis management and is critical to the success and sustainability of a company. This study aims to explore the importance of information management in corporate crisis management from a strategic operations perspective and its impact on companies. Firstly, this paper provides an introduction to crisis management, focusing on the dynamic process of crisis development, including the prevention, identification, handling, and aftermath of crises. At the same time, this paper provides an in-depth introduction to the importance and key elements of corporate crisis information management. In the section on information management, this paper compares the key elements of data collection and analysis, information dissemination and communication, and decision support, and introduces the challenges faced by contemporary enterprise crisis information management. Finally, this paper proposes an early warning model for enterprise crisis information management based on theories related to data analysis. The early warning model is built from three aspects: users, data, and applications, and the indicators of enterprise crisis pressure table are obtained, through which the possibility of an enterprise crisis and the impact value of the crisis on the enterprise can be seen more subjectively and corresponding measures can be taken.
... O sucesso da organização na abordagem do ambiente externo foi direcionado pelos estudos da economia da Organização Industrial (OI) de Porter (1981). A OI analisa a estrutura de mercado e da concorrência como elementos importantes para o resultado da empresa (PORTER, 1981 ...
... Having these can generate superior performance (see Barney, 1991;Newbert, 2008;Porter, 1980Porter, , 1981Porter, , 1985 although the main difficulty is detecting when they exist. In this article, we explore the Economic Moat, popularized by Warren Buffett, as one possible option. ...
In this article, we evaluate the relationship between quality investing combined with Economic Moat, ESG (Environmental, Social and Governance) and analyst opinions over the period 2014–2020 based on a data set comprising 803 US stocks. Performance is evaluated using several metrics (returns and alphas). Our results show that quality stocks measured by return on invested capital (ROIC) exhibit superior performance. The incorporation of competitive advantages allows a better discrimination among the classic high-quality strategies. Investment in stocks with quality and high ESG entails the payment of a premium but buying quality companies with Economic Moat makes up for this negative aspect. The results show how quality companies that have competitive advantages obtain a better future performance and are recognized by the market with a higher valuation. However, the markets may take time to recognize this value since the incorporation of the average Price-to-Price target (Analyst consensus) increases the future performance.
JEL classification: G11; G14; G23
... La empresa puede contrarrestar estas cinco fuerzas eligiendo estrategias que le permitan: (a) cambiarlas en sentido positivo -ajuste activo-o (b) situarse en las actividades dentro del negocio donde aquéllas presenten un mejor perfil -ajuste pasivo-. En el primer caso, se reconfigura el entorno de la empresa (PORTER, 1981), mientras que, en el segundo, surge el concepto de grupo estratégico (Caves y PORTER, 1977). Las estrategias de ajuste activas según el atractivo intrínseco del negocio son cinco, cada una de ellas orientada a modificar una fuerza competitiva -figura 10-. ...
En los últimos años, las empresas industriales y de servicios se vienen enfrentando a un conjunto de cambios acelerados en el entorno competitivo a los que se ven obligadas a responder con rapidez y efectividad. Frente a los contextos estables, simples, integrados y munificentes que han caracterizado la competencia en numerosos ámbitos de actividad económica en el pasado, las organizaciones empresariales actuales han de acostumbrarse a tomar decisiones en situaciones dinámicas, complejas, diversificadas y hostiles. Con la finalidad de enfrentarse a estos cambios, las empresas deben disponer de mecanismos organizativos adecuados que les permitan: (a) detectar las alteraciones ambientales, (b) interpretarlas y valorarlas, (c) adoptar estrategias de respuesta e (d) implantar las decisiones tomadas. En este trabajo se analizan las estrategias para ajustar la empresa con su entorno como fuente de competitividad. Como contribución básica, proponemos un marco conceptual basado en cuatro tipos de ajuste –pasivo reactivo, pasivo anticipativo, activo reactivo y activo anticipativo– y cuatro tipos de organizaciones orientadas al cambio continuo –organizaciones flexibles, organizaciones visionarias, organizaciones innovadoras y organizaciones de aprendizaje– para estudiar el proceso de adaptación al entorno desde una perspectiva directiva.
... According to Porter (1981), organisational resources critical in the implementation of strategies constitute the axioms of a firm's strength (Kumar et al., 2020). Organisational resources and capabilities are mainly a result of learning and knowledge accumulation (Teece et al., 2000). ...
The capabilities concept is critical in understanding the competitive competencies of firms. Capabilities allow firms to sense, seize and reconfigure their resources in response to opportunities and threats within their environments. This systematic review reviewed a total of 37 Scopus database-selected peer-reviewed articles on capabilities, technology, innovation, and capability frameworks. The purpose was to identify and discuss firms' capabilities and formation processes and effects on competitive advantages to generate an encompassing framework that overcomes the limited and fragmented nature of current capability frameworks. The study employed thematic content analysis and author-anchored keywords analysis which enabled the identification of several themes regarding capabilities and formation processes. The findings of the study were discussed under the following themes: technological capabilities; supply chain capabilities; networking, collaboration, interactive , coordinating, and alignment capabilities; organisational capabilities; and lastly systems capabilities. The study contributes to enlightening a body of firms' capabilities theories and generated an encompassing interactive capabilities framework to guide researchers in understanding firms' capabilities formation processes. The value of the study to the research community lies in emphasising the multi-level approach (macro; mezzo; firm level) and the virtues of combining tenets from different frameworks for a nuanced understanding of firms' capabilities development. The study will be critical in guiding firms in building their capabilities, particularly the importance of open innovation networks and collaboration in reducing innovation risks and costs. The paper is important to policy makers regarding the institutions facilitating the interaction of international, national and firms level dynamics in propping and propelling firms' capabilities development.
... Söz konusu performans farklılıklarını rekabet avantajı sağlayacak biçimde şekillendirmek, firmaların hem bireysel işlerde hem de ilgili iş grubunun bütününe yönelik strateji oluşturmaları ile mümkündür. 20 PO'ya göre firmalar herhangi bir endüstride kendilerini mevcut ve olası rakipler karşısında koruyabilecek ve firmanın konumlandırılmasına yardımcı olacak stratejiler formüle etmelidir ve bu stratejiler önemli ve kritik stratejilerdir. Bu bağlamda değerlendirildiğinde PO'da stratejilerin nasıl oluşturulduğu konusu ön plana çıkmaktadır. ...
Bu çalışmada özel hastane yöneticilerinin strate-jik yönetim anlayışlarını nasıl oluşturduklarının be-lirlenmesi amaçlanmaktadır. Günümüzde sağlık sek-törünün dinamik bir yapıda olması ile birlikte oluşan belirsizlik durumu sağlık kurumları için (özellikle özel sağlık kurumları ele alındığında) stratejik yöne-tim anlayışını önemli kılmaktadır. Bununla birlikte, sağlık hizmetlerinin sunumu ile bizzat ilgili olan, sektörel değişim ve belirsizlik ortamında farklı ve avantajlı bir konuma ulaşma arzusu benimseyen, rekabet avantajını ve sürdürülebilirliğini sağlamada önemli bir rol üstlenen yöneticiler açısından da stra-teji ve stratejik yönetim anlayışı büyük önem arz etmektedir. Bu açıdan ele alındığında değişip dönü-şen sağlık sektöründe çalışan özel hastane yöneticile-rinin stratejik faaliyet ve tutumları ve bu faaliyetler ve tutumların arka planını yansıtan işleyiş, çalışma-nın odak noktasını oluşturmaktadır. Araştırma nitel mantıkla kurgulanmıştır. Veri toplama aşamasında yarı yapılandırılmış mülakat tekniği kullanılmıştır. Toplanan verilerin analizinde içerik analizinden fay-dalanılmıştır. Analiz sonucunda oluşan kod ve kate-goriler arası ilişkiler yorumsamacı yaklaşım ile de-ğerlendirilmiştir. Çalışmanın sonuçlarına göre; özel hastane yöneticilerinin, kurumlarının rekabet avantajı ve sürdürülebilirliği, analizi birimi ve strateji oluş-turma ve uygulama süreçlerine ilişkin görüşlerinde Pozisyon Okulu’na (PO) referansta bulunma eğilimi göstermektedir
... Otros teóricos de la organización utilizan diferentes enfoques para etiquetar las teorías. Por otro lado, Herbert Simon (1997) Gulick and Urwick (1937), Fayol (1949), , Blau and Scott (1962), Lawrence y Lorsch (1967), James D. Thompson (1967); Selección Estratégica: Blau (1964), Feldman and March (1981), Strauss et al. (1963), Weick (1979), Bitmer (1965; Selección Natural: Aldrich (1979), Hannan and Freeman (1977), Porter (1981), Pfeffer and Salancik (1978); Acción Colectiva: Emery and Trist (1960), Hawley (1950), Schon (1971 Fuente: W. G. Astley &. A. H. Van de Ven (1983), con adaptación propia. ...
It is a characteristic of the condition of the human being, its sense of social interrelation since there is historical evidence that prehistoric person grouped and organized them to achieve various activities such as hunting, protection, war, and even selecting a partner for the consolidation of their clans or tribes. Once sedentary, it required more sophisticated forms of organization to practice agriculture and cattle raising and build their homes, cities, and diverse infrastructure. However, even though the usefulness of organizing has been evident to humanity, it was not until the 20th century which various thinkers, particularly in the area of psychology, ventured into the deliberation of its design, implementation, as well as the causes and effects that have different organizational structures to use, more than anything, in the business field. In this way, this work is addressed to those who are insiders and outsiders to organizational innovation who need to know about the various structures that have been adopted throughout history and have a notion of how both the external and internal environment has influenced their development. Its definition. They are presented in various chapters so that it is known, in an approximate chronologically, what each current of organizational thought consists of, as well as learning the primary authors and their contribution works with discussions of their scope and limitations. Since the organization is an activity that is the product of the habits and customs that prevail in different periods of history, it is expected that the organizational models presented here will continue to evolve; In fact, it stands out that there is no single organizational innovation structure, but that it responds to a series of factors that, as will be discussed in the book, present themselves in various forms, according to the human group that analyzes them and their interests. You will be free to adopt to the best of your ability.
... Overtime, resource significance evolves, and many researchers classify resources in multiple ways. Initially, four factors were considered as firm resources, that is, land, labour, capital and information (Porter, 1981). By the passage of time, researchers classify resource lists due to evolving nature of firm attributes. ...
Family firms are often recognized as wealthy in resources, especially in operant resources. These resources are hidden and play a phenomenal role in sustainable development. Fewer studies are available to spotlight the role of operant resources. This study aims to surface the magnificent hidden role of agile operant resources that facilitate the diverse needs of stakeholders in family firms. Data for this study were collected using in-depth interviews with complementary observations. Almost 29 interviews were considered with the owners of family firms from Pakistan. Interviews were translated and transcribed. Gioia Methodology is used to develop broader themes for discussion in terms of first-order concepts, themes and aggregate dimension that explained the mystical hidden role of agile operant resources in family firms. Research findings portrayed that Collaborative Capability, Reputational Resources, Religious Resources and Relationship Proneness are the agile operant resources which strengthen stakeholder’s partnership in family businesses. The authors proposed a conceptual model for highlighting the pertinent role of agile operant resources that facilitate stakeholder partnership in family-owned businesses (FOBs). Recent study provides the conceptual framework to academia for future research in the literature of family firms. FOBs may adopt all these agile operant resources to cater firm diverse stakeholder partnerships in today’s business world. It will open new avenues of growth and innovation for FOBs. This research can apply to all FOBs.
... A firm can develop its competitive advantage with its specific capabilities and resources that are not available to its competitors (Cross, 1999;Srinivasan et al., 2016). According to Porter (1981), competitive advantage is considered to be the main factor in winning a business rivalry. Competitive advantage is treated as an integral feature of all industries (Pavic et al., 2007), and thus, firms that are ambitious need to focus on ways of achieving and maintaining competitive advantage (Srikalimah et al., 2020). ...
Purpose
Small and medium-sized enterprises (SMEs) are a major source of employment and revenue growth in developing nations like India, but they also face challenges from resource shortages, shifting consumer demand and heightened competition. This research aims to discover the aspects that enhance SMEs' competitiveness and performance.
Design/methodology/approach
By analyzing literature and consulting experts, 10 factors that boost a firm's competitiveness were identified. The total interpretive structural modeling (TISM) method was then used to determine their interaction and structural hierarchy. Neutrosophic-MICMAC analysis was employed to assess the driving-dependence power of each factor.
Findings
The study discovered that the factor, namely “entrepreneurial orientation,” was found to be a significant one. “Manufacturing strategy” was found to be extremely dependent on the remaining competitive advantage factors.
Research limitations/implications
This SME-focused framework can be adopted by large businesses to enhance organizational performance by focusing on critical factors. The study depends on experts' judgment, which might be biased. Findings will assist SMEs in identifying significant factors influencing competitive advantage and relationships, increasing awareness of factors contributing to competitive edge.
Practical implications
The results of the research may encourage SME sector managers and practitioners to prioritize the factors that contribute to a firm's competitive advantage.
Originality/value
The majority of research on SME competitive advantage focuses on individual aspects. To add to the body of knowledge on the subject, this study applies the TISM technique to Indian SMEs to identify the contextual interactions among factors that increase long-term competitiveness.
... Bu bakış açıları burada rekabet avantajı sağlayan teoriler olarak ele alınacak olup çalışmamızın kavramsal alt yapısını oluşturmaktadır. Chicago geleneği ve işlem maliyeti ekonomisi (Mason, 1939;Porter, 1980Porter, , 1981Porter, , 1985Porter, , 1991 (Porter, 1996: 73). ...
... Firstly, we can refer to the classical theory based on industrial economics, where the competitive forces model developed by Porter (1981) stands out. Porter's contribution mainly focuses on knowing the degree of attractiveness achieved by each industry which would depend on five fundamental competitive forces that jointly define the chances of obtaining better results and the resulting competitive advantages. ...
The dynamic capabilities view has been established as one of the most influential theoretical perspectives in contemporary strategic management, raising the need to use bibliometric tools. The work aims to identify the intellectual structure of dynamic capabilities view within the scientific field of strategic management by analyzing 823 research articles published on the Web of Science Core Collection. The results obtained from the analysis of 13,144 cited references have provided important conclusions to one of the most vibrant debates of this study approach, the confrontation between two of the seminal contributions of the dynamic capabilities literature. In addition to shedding light on the ongoing debate in the literature, this paper has achieved some research findings. First, it improves the comprehensive theoretical justification of the need to implement bibliometric techniques in the study field. It lets the researcher could better understand the foundations of the analyses performed. Furthermore, the author and co-citation analysis served to build the respective network and to group the most-cited references into four clusters. These results have been of great use in understanding the current intellectual structure and how to propose the relevant research currents in this field of study. Finally, the conclusions obtained are subject to certain limitations. On the one hand, this research is based on a sample of documents published on the Web of Science Core Collection database. On the other hand, emphasis must be placed on those limitations more closely associated with utilizing bibliometric techniques, which allows us to propose interesting lines of future research.
... The Generic Strategies, also known as Porter's Generic Strategies, are a set of strategic approaches that businesses can employ to achieve a competitive advantage (Porter, 1981). These strategies include: ...
This research explores stakeholder synergies in the development of halal micro-businesses in North Sumatra, Indonesia, focusing on the traditional Dodol business in Tanjung Pura, Langkat Regency. Using a qualitative, phenomenological approach, the study investigates stakeholders' perspectives within the Quadruple Helix model (Academics, Business Sector, Communities, Government), emphasizing the integration of Islamic banking. The findings reveal a lack of synergy among stakeholders due to differing visions, insufficient collective commitment and coordination, and limited financial support from banking institutions. Consequently, these factors have contributed to a discernible deceleration in the business's overall progress. Theoretically, key success factors in business development encompass shared mission, collective commitment, effective stakeholder coordination, and support from financial institutions. These empirical insights hold substantial significance, providing valuable guidance for governmental entities in formulating strategic approaches and implementing requisite support mechanisms to foster the growth and development of the Dodol business. Such support entails streamlining administrative procedures for small and medium-sized enterprises (SMEs), fostering collaborative partnerships with Islamic banks, optimizing business licensing processes, and facilitating the establishment of SME clusters to enhance financing opportunities for Dodol entrepreneurs.======================================================================================================== ABSTRAK – Model Quadruple Helix dalam Pengembangan Usaha Mikro Halal di Sumatera Utara. Penelitian ini bertujuan untuk menganalisis sinergisitas pemangku kepentingan dalam pengembangan usaha mikro halal di Sumatera Utara, Indonesia, dengan fokus pada usaha tradisional Dodol di Tanjung Pura, Kabupaten Langkat. Dengan pendekatan kualitatif fenomenologi, studi ini mengeksplorasi perspektif para pemangku kepentingan dalam kerangka Quadruple Helix (Akademisi, Sektor Bisnis, Komunitas, dan Pemerintah), dengan penekanan pada integrasi perbankan syariah. Temuan menunjukkan adanya kekurangsinergian diantara para pemangku kepentingan akibat adanya perbedaan visi, kurangnya komitmen kolektif dan koordinasi antar pemangku kepentingan, dan kurangnya dukungan pendanaan dari perbankan. Hal ini kemudian berdampak pada perlambatan perkembangan usaha ini. Secara teori, diantara faktor kunci kesuksesan dalam pengembangan suatu usaha adalah misi bersama, komitmen kolektif, koordinasi yang efektif para pemangku kepentingan, dan dukungan lembaga perbankan. Temuan ini berkontribusi dalam membahani entitas pemerintah terhadap bentuk-bentuk dukungan dalam pengembangan usaha Dodol ini. Dukungan tersebut meliputi penyederhanaan prosedur administratif untuk usaha mikro dan kecil (UMKM), memfasilitasi kemitraan kolaboratif dengan bank syariah, mengoptimalkan proses perizinan usaha, dan memfasilitasi pembentukan kelompok UMKM guna meningkatkan akses pembiayaan bagi para pengusaha Dodol.
... In 1990, Michael Porter, Harvard University professor in management, proposed the theory of national competitive advantage in the study of international economic and trade competition (Porter, 1990). In the study, he pointed that the core of the competitive advantage theory referring to the root cause of the rise and fall of a country lies in whether it can win an advantage in the international competition (Porter, 1981(Porter, , 1990. Moreover, the key of a country to acquire competitive advantage lies in the integration of four basic elements and two auxiliary elements. ...
ARTICLE INFO ABSTRACT Purpose: Cultural industry is such a profound emerging industry that developing cultural industry is the strategic task of building a modern and strong cultural province. As a strong economic and cultural province in China, Anhui province is rich in cultural resources and has a high level of economic development, which provides unique conditions for the development of cultural industries. However, the development of cultural industry in Anhui province lags behind other parts of the nation. Theoretical framework: This study, which takes the cultural industry competitiveness of Anhui province as the research object, examines the current situation of cultural industry competitiveness in Anhui province based on the diamond model and presents a holistic approach to cultural industry competitiveness and then investigates the influencing factors that determine and contribute to the growth of cultural industry competitiveness in Anhui province. Design/methodology/approach: this study selected 9 indicators as influencing factors to analyze the cultural industry competitiveness in Anhui province, namely, total collections in public libraries (X1), collections of public libraries owned per person (X2), number of performance by art performance troupes (X3), number of students enrollment of regular institutions of higher education (X4), consumer price indices (preceding year=100), education, culture and recreation (X5), foreign exchange earnings from international tourism (X6), total investment of foreign funded enterprises (X7), local governments expenditure, science and technology (X8), number of patent applications for inventions of industrial enterprises above designated size (X9). Findings: The results showed the overall competitiveness factor and industry operation factor are determined as the driving factors. This study also puts forward suggestions to improve the cultural industry competitiveness of Anhui province. Research, Practical & Social implications: The study analyzes the current developing situation of cultural industry in Anhui province based on Porter's diamond model. Secondly, an empirical analysis was performed to determine the influencing factors of cultural industry competitiveness in Anhui province. Thirdly, on the basis of the above analysis, this paper puts forward suggestions for the development of cultural industry competitiveness in Anhui province. Originality/value: The value of the study formulated differentiated policies to support and develop cultural industries and guide the investment directions of cultural industries in different regions of the province and promote the coordinated development of overall cultural industry competitiveness. RESUMO Objetivo: O setor cultural é um setor emergente tão profundo que desenvolver o setor cultural é a tarefa estratégica de construir uma província cultural moderna e forte. Como uma província econômica e cultural forte na China, a província de Anhui é rica em recursos culturais e tem um alto nível de desenvolvimento econômico, o que proporciona condições únicas para o desenvolvimento de indústrias culturais. Entretanto, o desenvolvimento do setor cultural na província de Anhui está atrasado em relação a outras partes do país. Estrutura teórica: Este estudo, que toma a competitividade do setor cultural da província de Anhui como objeto de pesquisa, examina a situação atual da competitividade do setor cultural na província de Anhui com base no modelo de diamante e apresenta uma abordagem holística da competitividade do setor cultural e, em seguida, investiga os fatores de influência que determinam e contribuem para o crescimento da competitividade do setor cultural na província de Anhui. Projeto/metodologia/abordagem: Este estudo selecionou 9 indicadores como fatores de influência para analisar a competitividade do setor cultural na província de Anhui, a saber, o total de coleções em bibliotecas públicas (X1), coleções de bibliotecas públicas de propriedade de cada pessoa (X2), número de apresentações de trupes de arte (X3), número de matrículas de alunos em instituições regulares de ensino superior (X4), índices de preços ao consumidor (ano anterior=100), educação, cultura e recreação (X5), ganhos em moeda estrangeira provenientes do turismo internacional (X6), investimento total de empresas com financiamento estrangeiro (X7), gastos de governos locais, ciência e tecnologia (X8), número de pedidos de patentes para invenções de empresas industriais acima do tamanho designado (X9). Conclusões: Os resultados mostraram que o fator de competitividade geral e o fator de operação do setor são determinados como os fatores determinantes. Esse estudo também apresenta sugestões para melhorar a competitividade do setor cultural da província de Anhui. Implicações sociais, práticas e de pesquisa: O estudo analisa a situação atual de desenvolvimento do setor cultural na província de Anhui com base no modelo de diamante de Porter. Em segundo lugar, foi realizada uma análise empírica para determinar os fatores que influenciam a competitividade do setor cultural na província de Anhui. Em terceiro lugar, com base na análise acima, este artigo apresenta sugestões para o desenvolvimento da competitividade do setor cultural na província de Anhui. Originalidade/valor: O valor do estudo formulou políticas diferenciadas para apoiar e desenvolver os setores culturais e orientar as direções de investimento dos setores culturais em diferentes regiões da província e promover o desenvolvimento coordenado da competitividade geral do setor cultural. Palavras-chave: Indústria Cultural, Modelo Diamante, Província de Anhui, Competitividade. ESTUDIO EMPÍRICO DE LA COMPETITIVIDAD DEL SECTOR CULTURAL EN LA PROVINCIA DE ANHUI BASADO EN EL MODELO DEL DIAMANTE RESUMEN Propósito: El sector cultural es un sector emergente tan profundo que desarrollar el sector cultural es la tarea estratégica de construir una provincia cultural moderna y fuerte. Como provincia económica y cultural fuerte de China, la provincia de Anhui es rica en recursos culturales y tiene un alto nivel de desarrollo económico, lo que proporciona unas condiciones únicas para el desarrollo de las industrias culturales. Sin embargo, el desarrollo de la industria cultural en la provincia de Anhui va a la zaga de otras partes del país. Marco teórico: Este estudio, que toma como objeto de investigación la competitividad del sector cultural en la provincia de Anhui, examina la situación actual de la competitividad del sector cultural en la provincia de Anhui basándose en el modelo del diamante y presenta un enfoque holístico de la competitividad del sector cultural, para después investigar los factores de influencia que determinan y contribuyen al crecimiento de la competitividad del sector cultural en la provincia de Anhui. Diseño/metodología/enfoque: Este estudio seleccionó 9 indicadores como factores de influencia para analizar la competitividad del sector cultural en la provincia de Anhui, a saber, las colecciones totales en bibliotecas públicas (X1), las colecciones de bibliotecas públicas propiedad de cada persona (X2), el número de actuaciones de compañías artísticas (X3), el número de matrículas de estudiantes en instituciones regulares de enseñanza superior (X4), índices de precios al consumo (año anterior=100), educación, cultura y ocio (X5), ingresos en divisas procedentes del turismo internacional (X6), inversión total de las empresas financiadas con fondos extranjeros (X7), gasto de la administración local, ciencia y tecnología (X8), número de solicitudes de patentes de invención de empresas industriales por encima del tamaño designado (X9). Conclusiones: Los resultados mostraron que el factor general de competitividad y el factor de funcionamiento de la industria se determinan como los factores determinantes. Este estudio también aporta sugerencias para mejorar la competitividad del sector cultural en la provincia de Anhui. Implicaciones sociales, prácticas y de investigación: El estudio analiza la situación actual de desarrollo del sector cultural en la provincia de Anhui basándose en el modelo del diamante de Porter. En segundo lugar, se realiza un análisis empírico para determinar los factores que influyen en la competitividad del sector cultural de la provincia de Anhui. En tercer lugar, basándose en el análisis anterior, este documento ofrece sugerencias para el desarrollo de la competitividad del sector cultural en la provincia de Anhui. Originalidad/valor: El valor del estudio formula políticas diferenciadas para apoyar y desarrollar los sectores culturales y orientar las direcciones de inversión de los sectores culturales en las diferentes regiones de la provincia y promover el desarrollo coordinado de la competitividad global del sector cultural. Palabras clave: Industria Cultural, Modelo del Diamante, Provincia de Anhui, Competitividad.
... These limitations constrained industrial-age interfirm competitive strategy. Porter (1980Porter ( , 1981Porter ( , 1985Porter ( , 1979 specified this constrained context with such constructs as his dual-axis (target market and type of advantage) conception of competitive positioning and his five-forces model. ...
Purpose
This study aims to fill a gap in the literature. The notion of giveaways/free has not been well addressed in management history literature and arguably is a valuable contribution in that it has a strategic dimension.
Design/methodology/approach
This paper is conceptual. It is a structured survey of ideas/opinions about the notion of “free” in commercial endeavor. The survey is organized largely from a historical perspective.
Findings
Several categories of “free” are delineated and placed into a historical and strategic context.
Originality/value
The work has strategic implications and lays out a new research agenda for management historians.
... Competitive strategy We invoke the strategic group level of analysis in our assessment. Strategic groups describe ostensible clusters of businesses that exhibit similar strategic behavior within a somewhat heterogeneous industry environment (Mas-Ruiz and Ruiz-Moreno, 2011;Porter, 1981). Research has supported a strategy-performance nexus in various industries and countries for several decades (Dess and Davis, 1984;Kharub et al., 2019;Parnell et al., 2015). ...
Purpose
This study analyzes strategic flexibility with a two-dimensional approach (structural and decisional flexibility). It also investigates the relationships among competitive strategy, structural flexibility, decisional flexibility, and financial and nonfinancial performance.
Design/methodology/approach
The authors collected data from members of 16 chambers of commerce in the United States and used PLS-SEM (partial least squares structural equation modeling) to test the hypotheses.
Findings
The findings suggest that strategic flexibility impacts financial and nonfinancial performance in different ways. While financial performance is influenced by both the structural and decisional dimensions of strategic flexibility, nonfinancial performance is impacted only by structural flexibility. In addition, the research indicates a negative relationship between cost leadership and structural flexibility and positions structural flexibility as a mediator between cost-leadership and nonfinancial performance.
Originality/value
The authors contribute to strategic flexibility research in the following ways: (1) analyzed the impact on nonfinancial performance; (2) examined structural and decisional elements and (3) identified cost leadership as a potential barrier.
The Covid-19 pandemic has put all health systems worldwide to the test and is accelerating the shift from the information and knowledge society to the digital society. It isa great challenge to understand the theoretical foundations, conception and legal frameworks of social protection that have provided the constitution of the health system, socialprotection, and the right to health. This article aims to present a reflection and debate onhow to prevent, prolong people's lives and their social well-being, aswell aspromote health. Part ofthe origins and dtheevolution of the world's health-disease system, taking intoaccount the milestones of social protection and the right to health, characterizing the theoretical frameworks and concepts thatunderpintedthe healthreforms that gave origin to the different Health System,as wellas, to discuss its principlesandguidelines, based on the design of the extension of the right to health, with the purpose of providing reading, learning, debate and reflection on concepts and reality,as well as the necessary human, social, economic, financial, technological transformations policies, and what is the impact of these changes.
The knowledge management can be addressed according to various perspectives which allows the discussion of specific types of knowledge: the strategic knowledge related to the formulation of the business strategy and the decisions associated with it. The literature is vast on the problems of the business strategy, as well as on the management in addition to the instruments related to the management of information in the business Context. The processes whose focus is the strategy lacks more studies and ways to make knowledge more Useful. This article seeks to discuss the concept of this type of knowledge, its characteristics, and the differences between the strategic knowledge management and the management of strategic knowledge, as well as the management of information for decision-making Strategic and control of the Same. The approach methodology privileged the studies related to knowledge management, the transformations of tacit knowledge in explicit and Vice versa, in a process of building knowledge that passes through the individual, by groups and organizations the approach methodology presents the state of the art as well as points to new Challenges.
This article is a reflection on the future of humanity, especially for young people. In my opinion, this model of World Society, where inequalities are increasing, where there are men who send other men to war, where men order men to be killed for political differences and or economic interests, where Corruption reigns. We need to change the paradigm. But the change will be long. Democracy is a political regime in which all citizens, in the enjoyment of their Human and Political Rights, participate in the choice of the governance model for the country and/or region, who in their activity create the laws and implement them, exercising the power of governance, through universal suffrage. It encompasses the social, political, economic and cultural conditions that allow the exercise of power, free and equal, in political self-determination. Democracy is both a normative ideal and a set of true world institutions. We have competing ideals of what democracy should be, and there are many institutional forms of democracy around the world. Both as an idea and as an institutional form, democracy has evolved over time, as changing circumstances make it possible to modify and solidify some of the democratic institutions, sometimes for the benefit of democracy and sometimes not. One of the reasons democracy has evolved, as an idea or institutionally, is people's disappointment with existing democratic institutions.
We do not intend to deal exhaustively with this subject, because it is broad and complex for the space of a text. Our pretensions, which are much more modest, refer to documentary research for the understanding and development of humanist thought and citizenship, and some of their multiple relationships. Humanism was a movement that emerged in Italy during the Renaissance. It marked a move away from the medieval emphasis on logic and theology, and led to the rediscovery of ancient texts, the advancement of scholarship, and the transformation of art, culture, and society. The article analyzes the central ideas of Humanism, such as the importance of human dignity, individuality and learning, and demonstrates how they have influenced various domains. Humanism is a key concept in the history of human thought. There are several definitions of the concept ranging from rhetorical humanism, to the Christian humanism of the Middle Ages, and from the literary humanism of the Renaissance, to the humanism of Compte. There are several approaches to the relationship between humanism and religion. Humanism in the age of globalization may be an elaborate form of humanism capable of crossing the boundaries between the world's civilizations and overthrowing their hostile ways. Intercultural humanism must evolve as a result of the global debate. Intercultural humanism can replace the current humanism, and thus confront and overcome the many tensions and conflicts that exist between the world's divergent civilizations.
In the contemporary business landscape, the convergence of strategic management principles with applied mechanics emerges as a transformative synergy, offering a holistic approach to navigate the intricate dynamics of modern enterprises. This integration goes beyond conventional disciplinary boundaries, marrying the precision of engineering mechanics with the foresight of strategic planning. The resulting synthesis shapes operational excellence, strategic decision-making, innovation, and resilience within organizations. This article explores the profound implications of strategic management in applied mechanics and its potential to redefine the future of business dynamics.
Abstract
We do not intend to deal exhaustively with this subject, because it is broad and complex for the space of a text. Our pretensions,
which are much more modest, refer to documentary research for the understanding and development of the problems of Humanism,
Complexity, Turbulence and Global (World) Society.
The Global Society is supported by technological and communication innovation, in which major social, cultural, economic and
political transformations occur in the dynamics of countries, organizations and people, that is, in the way people and different
world decision-makers understand reality, how they relate and behave in relation to reality itself. Both meanings can be
understood as a result of the informational revolution, promoted mainly from the attempts to understand human intelligence, via
computational bases.
It will not be an exaggeration or a flagrant error to say that today's society is increasingly qualified by the adjective Digital, where
the new information and communication technologies (ICTs) have a constant daily influence, configuring themselves as mediators
of social, political, economic relations and in the way of producing/disseminating knowledge. There are forms of absorbing
knowledge about people in a ubiquitous way, in which ICTs can be considered, such as new forms of surveillance, work, leisure,
war, etc. ICTs play a crucial role in the process of Globalization, as a phenomenon characterized by the wide circulation of people,
ideas, habits, work and materials.
The growing insertion of Information and Communication Technologies (ICTs) in the daily lives of different governments, people,
organizations, and public and private institutions has promoted a relationship of deep dependence between them. In this context,
everyday actions have become essentially informative, bringing about major social, economic and political changes.
Keywords: Globalization, Turbulence, Complexity, Transparency, Ethics, Freedom, Human Dignity, Economic Growth, Social
Welfare
Organizational innovation plays a critical role in driving sustainable growth and competitiveness within today's fast-paced business landscape. To cultivate a culture of innovation and achieve success in this dynamic environment, organizations must prioritize both a strong organizational culture and effective strategic leadership. This study delves into the relationship between organizational culture and organizational innovation, with a specific focus on the mediating role of strategic leadership in Saudi Arabian businesses. Through a cross-sectional study design, data was collected from employees working in various Saudi Arabian organizations. Employing structural equation modeling via SmartPLS 4, the research findings reveal a direct and significant influence of organizational culture on organizational innovation, further emphasizing the mediating role of strategic leadership. The implications of this research are discussed, providing valuable insights for academics, scholars, and policymakers alike.
In the rapidly evolving landscape of modern commerce, the fusion of traditional business paradigms with cutting-edge technologies has given rise to what is commonly referred to as Commerce 4.0. This era is characterized by a seamless integration of digital technologies, data analytics, and automation into every facet of business operations. Amidst this transformative wave, one often overlooked yet integral player is Applied Mechanics. Traditionally associated with engineering and physics, Applied Mechanics is taking center stage in shaping the future of modern management. This article delves into the multifaceted role of Applied Mechanics in Commerce 4.0, exploring how its principles optimize operational processes, fortify decision-making, and foster innovation in the contemporary business environment.
El origen del ímpetu monopólico en el discurso managerial de esta época, orientado según el principio de competitividad, debe rastrearse genealógicamente en las lecturas que se derivan de los trabajos de dos economistas de principios del siglo XX: Ronald Coase y Joseph Schumpeter. Este artículo recurre a una crítica socio-historia de las principales teorías microeconómicas del siglo pasado para explicar la actual justificación ética del monopolio en el campo del management estratégico. Con esto se busca ampliar y completar el estudio foucaultiano de la microeconomía neoliberal como racionalidad, aquella que hace de la competencia su principio central reflexivo. Desde mediados del siglo pasado una serie de acontecimientos y reformulaciones en el campo teórico de la economía y el management dieron lugar al principio de la competitividad estratégica de las empresas, que tomó distancia del principio de la competencia económica de los mercados. Así, a diferencia de la competencia del neoliberalismo temprano estudiado por Michel Foucault a fines de los años 1970, la competitividad estará fundamentada por la microeconomía tardía y el management estratégico que emergió en la década de 1980. Estas teorías son más afines con el fenómeno monopólico que con la competencia perfecta, cuyas bases se remontan a una relectura de los aportes coasianos y schumpeterianos en esta dirección.
This study establishes the direction of causality between competition and innovation in Nigeria's manufacturing industry. Using the panel VAR Granger causality approach, this study employed secondary data obtained from forty-three (43) quoted manufacturing firms operating in consumer (food, beverages and tobacco), industrial and health (pharmaceutical) sectors to investigate the cause-effect relationship between competition and innovation. The results showed that a reversed causality exists between competition and innovation. In support of the behavioural school of the structure-conduct-performance paradigm, the study showed that causality runs from innovation to competition with respect to capital intensity among manufacturing firms. In addition, the study showed the existence of causality from capital intensity to competition, and innovation. The findings of this study have important policy implications for implementing more innovative ways/methods in the manufacturing industry to achieve industrial competitiveness and innovation-driven productivity in Nigeria's manufacturing industry.
Agricultural industries, as well as other industries, are experiencing profound changes as a result of Industry 4.0. A key enabler technology that is becoming increasingly incorporated into agricultural equipment is a combination of cyber-physical systems, machine learning, the Internet of things, robots, artificial intelligence, the cloud, and cognitive computing, which are all key enabler technologies that allow the agricultural sector to achieve this transformation. The study involved interviews and surveys of 250 professionals from a cross-section of the agriculture industry and emerging technologies. According to the results, advances in machinery have led to a considerable increase in the scale, speed, and productivity of farm equipment, which has resulted in more efficient farming. A significant improvement has also been made in the quality of seeds, resources, irrigation, and fertilizer used by farmers over the years, allowing them to increase their yields. As a conclusion, the concept of artificial intelligence (AI) is at the heart of Industry 4.0. AI has an important role to play in agriculture.
This article identifies exit barriers as an important consideration in strategic planning and organizational design. Exit barriers are factors which inhibit companies from divesting unprofitable businesses; these barriers arise from the discernable economic characteristics of businesses, corporate strategy choices, information problems, and conflicting goals of managers in deciding to divest. The author describes the major sources of barriers to exit, identifies company situations where they are likely to be important, and verifies their importance in statistical tests with a large sample of divisional businesses from diversified companies. The author also provides managerial recommendations for coping with exit barriers in strategic planning and in designing organizational structure, incentives, and management systems.
The Federal Trade Commission's recent public policy emphasis has been on antitrust action to break up firms in certain industries. The basis for such action is often the market structure-profitability paradigm. The authors review the framework and empirical results of studies based on the paradigm, identify and demonstrate shortcomings of research in this area, propose and test a more appealing model, and conclude that the FTC cannot properly rely on findings produced by this research stream for the direction of public policy efforts.
I. Interdependence and conjecture in entry, 242.—II. Barriers to mobility, 249.—III. Diversification by established firms
and intergroup mobility, 257.—IV. Conclusion, 261.
This paper presents an analysis of the ready-to-eat breakfast cereal industry based on and related to the current antitrust case involving its leading producers. A spatial competition comparison framework is employed, with brands assumed relatively immobile. It is argued that the industry's conduct, in which price competition is avoided and rivalry focuses on new brand introductions, tends to deter entry and protect profits. Entry into a new segment of the market in the 1970s is discussed. Relevant welfare-theoretic issues are analyzed, and it is argued that the remedy proposed by the FTC is likely to improve performance.
The paper argues that entry is deterred in an industry when existing firms have enough capacity to make a new entrant unprofitable. This capacity need not be fully utilized in the absence of entry. This can result in larger costs than are necessary, given output levels. It also results in higher prices and lower levels of output than those implied by various forms of the limit price model. Capacity and other forms of investment are effective entry deterring variables, partly because they are irreversible and represent preemptive commitments to the industry.
This article develops a model of competitive interaction and industry evolution in the presence of a learning curve. The learning curve is a function relating the unit costs of the individual firm to accumulated volume. The responses of the model to shifts in parameters are explored through calculated examples. The paper also used a two-period model to explore differences between open and closed-loop equilibria, and to assess the impact of learning spillover effects from one firm to the next.
This paper studies the strategic interaction among firms in a growing market. It focuses upon the investment decisions of the firms. Central to the analysis is the idea that investment and growth for the firm are constrained by physical and financial factors. Firms that enter early and/or firms that can grow rapidly can make preemptive investments. The paper studies the optimal levels of preemptive investment and the implications for the long-run structure of the market. The analysis of optimal preemption is similar in spirit to the von Stackelberg equilibrium concept in oligopoly theory.
This paper applies two recently developed trading algorithms to a water quality trading (WQT) market located in the Cub River sub-basin of Utah; a market that includes both point and nonpoint sources. The algorithms account for three complications that naturally arise in WQT markets: (1) combinatorial matching of traders, (2) trader heterogeneity, and (3) discreteness in abatement technology. The algorithms enable a full characterization of the market’s performance by distinguishing a specific pattern of trade among market participants, which in turn results in as detailed a reduced- cost trading benchmark as possible for the basin. Contrary to the commonly held belief that relatively high point-source abatement costs necessitate nonpoint-source abatement effort, we find that in a WQT market where each source is required to reduce its pollution loadings it may be cheaper for point sources to sell abatement credits to nonpoint sources.