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Competing on resources: Strategy in the 1990s

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... In the same manner, the pursuit of sustainable competitive advantage necessitates a focused approach to leveraging unique resources and capabilities (Collis & Montgomery, 1995). However, achieving such an advantage is contingent upon the seamless alignment of operational effectiveness with the organization's distinct strategic position (Porter, 1996). ...
... Based on previous research (see Brown et al., 2018;Collis & Montgomery, 1995;Hayes & Pisano, 1994;Krajewski & Malhotra, 2022;Stevenson et al., 2014), the authors tried to find a link between operational strategy, capabilities, and how companies could eventually carry out their business strategy. They discovered eight interconnected operational management elements and topics that affect operational strategy. ...
... According to the literature (Brown et al., 2018;Collis & Montgomery, 1995;Hayes & Pisano, 1994;Krajewski & Malhotra, 2022;Stevenson et al., 2014), this study uses the exact ideas and words in the "operational management elements" and "topic" columns to look for proposals. For example, each "operational management element" was searched concurrently with its related "topics," each time individually, as shown in Appendix 1. ...
Article
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This study investigates the vital role of corporations’ operational capabilities, which involve resources, competencies, and processes, in attaining the business’s strategic goals for profitability and sustainability. The methodology employs a selective literature review to analyze case studies, books, and articles that give an overview of operational management and its importance in achieving corporate goals. The results exhibit the challenges posed by rapid market changes, revealing the deficiencies of traditional operational systems focused solely on efficiency and cost. To attain sustained success, manufacturers must focus on a client-valued approach, align objectives with capabilities, and support inter-functional links. Companies with distinctive managerial processes outperform in profitability, emphasizing the significance of investing in management capabilities. Operational excellence necessitates a focus on efficiency, innovation, and customer experience, prompting a shift towards a learning style that encourages innovation. Aligning innovation efforts with business strategy is essential for sustainable competitive advantage. Technological innovation, particularly AI adoption, plays a transformative role in operational innovation, highlighting the importance of dynamic capabilities in managing technological change. Yet, effective inventory and supply chain management are important for meeting customer demand and maximizing efficiency through collaboration and adaptable control.
... Utility reflects the degree to which IT resources are utilized to fulfill IT Strategy and to realize a broad organizational resource alignment for improving organizational overall performance [Wade and Hulland, 2004]. The Utility level of BVIT can be assessed by the value, rarity and appropriateness of the IT resources [Amit and Schoemaker 1993;Barney 1991;Collis and Montgomery 1995;Grant 1991]. An IT resource is valuable in an RBV context when it enables a firm to implement strategies that improve organizational performance; an IT resource is rare if it is not simultaneously available to a large number of other firms; and an IT resource is appropriate if it is capable of creating premium earning or benefits with ascribed economic rent. ...
... An IT resource is not imitable in an RBV context if it is historically unique to the firm, causally ambiguous or socially complex [Barney 1991]. An IT resource is nonsubstitutable when there are few, if any, strategically equivalent resources [Barney 1991;Amit and Schoemaker 1993;Black and Boal 1994;Collis and Montgomery 1995;Mata et al., 1995]. An IT resource is immobile if it is not commonly, and/or is easily, and/or readily exchanged on the market [Barney 1991;Mata et al., 1995;Capron and Hulland 1999]. ...
... Predominance-ability reflects the degree to which IT strategy is contributing to obtain a strong leading profitable enterprise with relation to industry forces [Porter, 1979[Porter, , 1980 and can be assessed based on IAE, FAE, and DCA [Barney 1991;Dehning et.al 2003;Mata et al., 1995;Dehning, 2004]. While a positive value of FAE can be used to describe a company creating business value; a positive FAE which is greater than IAE for DCA of over 2 years can depicts a firm maintaining sustained competitive advantage [Amit and Schoemaker 1993;Collis and Montgomery 1995;Grant 1991;Dehning et al. 2005]. ...
Conference Paper
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The dependent variable BVIT (business value of information technology) has been a point of significant debate among IT researchers and has proved to be difficult to operationalize [Wade and Hulland 2004]. Past IT research which was concentrated on conceptualizing or measuring BVIT, paid little attention to the multifarious perspectives of BVIT, both from the time-series aspect as well as from the multi-discipline nature of BVIT existence. Practically, IT researchers have tended to construct BVIT from RBV (resource-based view) elements, which cannot cover its broad nature, or to adopt a relatively narrow definition, which usually uses specific BVIT proxy measurements as growth rate, profitability or perceived corporate performance. This paper defines and explores two new major sub-variables for BVIT, Attained (short-term) BVIT and Sustained (long-term) BVIT, constructed on the fundamental theory of RBV and connected to the groundwork of SAM (strategic alignment model). Attained-BVIT can be originated in an ex-ante position to the firm's perceived performance and given competition, in which case IT investments can influence assets utilization, improve efficiencies, enhance short term-duration of competitiveness and reinforce endogenous firm manageability. Sustained-BVIT can be originated in an ex-post position to the firm's actual performance and evolving competition, in which case IT investments can leverage resources to form unique advantages, improve firm effectiveness, enhance long term-duration of competitiveness above IAE (industry average earnings), and can enrich the firm agility to cope with exogenous dynamic competitive forces.
... Literature reveals a wide range of insights on the path to secure a competitive advantage i.e., a favorable or superior business position in terms of cost leadership or differentiation resulting in higher perceived customer value [1]. Companies may achieve competitive advantage over rivals through effective innovation strategies [2,3], controlling downstream marketing activities [4,5], and operational effectiveness by applying management tools like Kaizen and Just-in-Time (JIT) [28], downstream business models such as embedded, comprehensive service and integrative solutions [5], selecting right supply chain [6], customer loyalty [7], understanding customer experience [8] and customer insights [9], competent management [10], superior manufacturing capability [11] and strategies that focus on human capital and R&D for improvement [12], strategic positioning [13], and the right mix of both tangible and intangible resources and creativity [20], just to name a few. ...
... It also deals with choosing capabilities (i.e., key business processes) that enable one to get a competitive advantage [19]. Besides building capabilities, regardless of the positioning, managers should test resources in terms of inimitability, substitutability, durability, appropriability, and competitive superiority [20]. Perhaps, organizational capabilities and the right mix of resources play a prominent role in securing the competitive advantage [19]. ...
... Besides, the innovation strategy must create value for customers in the form of making a product perform better, easier to use, more durable, cheaper, reliable, and safer [2,4]. Improvement in innovative activities is continuous action and it needs either upgrading resources -moving beyond what an organization is already good at or leveraging the resources in different ways for different products [20]. The problem with innovation improvement efforts starts from a lack of clear innovation strategy and misalignment of innovation strategies with other strategies [2]. ...
Chapter
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In relatively predictable markets where there is a "war of position", strategic positioning is crucial for a company's competitive advantage. Hence, understanding and establishing the basis for strategic positioning is essential, as seen in companies like IKEA furniture, Southwestern Airlines, and Neutrogena Corporation. However, operational effectiveness is still necessary for a company to maintain competitiveness. Investing in managerial capital is key to operational excellence, which leads to faster growth, higher profitability, and less likelihood of dissolution. To improve operational effectiveness, companies may use management tools like Kaizen and total quality management (TQM), select the right supply chains, and extended services, and use the right mix of resources. Above all, positional strategy must be clearly distinguished from other functional strategies, such as innovation, manufacturing, and marketing, to achieve and sustain competitive advantage. This article further elucidates strategic positioning and its basis and sheds light on how to achieve and maintain a competitive advantage despite all the odds.
... Literature reveals a wide range of insights on the path to secure a competitive advantage i.e., a favorable or superior business position in terms of cost leadership or differentiation resulting in higher perceived customer value [1]. Companies may achieve competitive advantage over rivals through effective innovation strategies [2,3], controlling downstream marketing activities [4,5], and operational effectiveness by applying management tools like Kaizen and Just-in-Time (JIT) [28], downstream business models such as embedded, comprehensive service and integrative solutions [5], selecting right supply chain [6], customer loyalty [7], understanding customer experience [8] and customer insights [9], competent management [10], superior manufacturing capability [11] and strategies that focus on human capital and R&D for improvement [12], strategic positioning [13], and the right mix of both tangible and intangible resources and creativity [20], just to name a few. ...
... It also deals with choosing capabilities (i.e., key business processes) that enable one to get a competitive advantage [19]. Besides building capabilities, regardless of the positioning, managers should test resources in terms of inimitability, substitutability, durability, appropriability, and competitive superiority [20]. Perhaps, organizational capabilities and the right mix of resources play a prominent role in securing the competitive advantage [19]. ...
... Besides, the innovation strategy must create value for customers in the form of making a product perform better, easier to use, more durable, cheaper, reliable, and safer [2,4]. Improvement in innovative activities is continuous action and it needs either upgrading resources -moving beyond what an organization is already good at or leveraging the resources in different ways for different products [20]. The problem with innovation improvement efforts starts from a lack of clear innovation strategy and misalignment of innovation strategies with other strategies [2]. ...
Presentation
In relatively predictable markets, where there is a "war of position," strategic positioning is crucial for a company's competitive advantage. Hence, understanding and establishing the basis for strategic positioning is essential, as seen in companies like IKEA furniture, Southwestern Airlines, and Neutrogena Corporation. However, operational effectiveness is still necessary for a company to maintain competitiveness. Investing in managerial capital is key to operational excellence, which leads to faster growth, higher profitability, and less likelihood of dissolution. To improve operational effectiveness, companies may use management tools like Kaizen and total quality management (TQM), select the right supply chains, and extended services, and use the right mix of resources. Above all, positional strategy must be clearly distinguished from other functional strategies, such as innovation, manufacturing, and marketing, to achieve and sustain competitive advantage. This article further elucidates strategic positioning and its basis and sheds light on how to achieve and maintain a competitive advantage despite all the odds.
... Literature reveals a wide range of insights on the path to secure a competitive advantage i.e., a favorable or superior business position in terms of cost leadership or differentiation resulting in higher perceived customer value [1]. Companies may achieve competitive advantage over rivals through effective innovation strategies [2,3], controlling downstream marketing activities [4,5], and operational effectiveness by applying management tools like Kaizen and Just-in-Time (JIT) [28], downstream business models such as embedded, comprehensive service and integrative solutions [5], selecting right supply chain [6], customer loyalty [7], understanding customer experience [8] and customer insights [9], competent management [10], superior manufacturing capability [11] and strategies that focus on human capital and R&D for improvement [12], strategic positioning [13], and the right mix of both tangible and intangible resources and creativity [20], just to name a few. ...
... It also deals with choosing capabilities (i.e., key business processes) that enable one to get a competitive advantage [19]. Besides building capabilities, regardless of the positioning, managers should test resources in terms of inimitability, substitutability, durability, appropriability, and competitive superiority [20]. Perhaps, organizational capabilities and the right mix of resources play a prominent role in securing the competitive advantage [19]. ...
... Besides, the innovation strategy must create value for customers in the form of making a product perform better, easier to use, more durable, cheaper, reliable, and safer [2,4]. Improvement in innovative activities is continuous action and it needs either upgrading resources -moving beyond what an organization is already good at or leveraging the resources in different ways for different products [20]. The problem with innovation improvement efforts starts from a lack of clear innovation strategy and misalignment of innovation strategies with other strategies [2]. ...
... Innova on is significant to entrepreneurs, because it reflects an important means by which firms pursue new opportuni es (Lumpkin et al., 2000). It is what helps successful entrepreneurs to come up with good business ideas that allow them find niches in the market place and beat the compe on (Collis & Montgomery, 1995). In this study, the private secondary schools that encourage innova on in their schools are be er performers than those that tended to discourage innova on. ...
... The author adds that the risks involve not only financial success, but career opportuni es, family rela ons and physical wellbeing. Collis & Montgomery (1995) states that business risk-taking involves venturing into new business field without knowing the probability of success or failure. This may include new product development, new market segments, changing demographics, new services or processes, new organiza onal structures, new strategic direc ves and others. ...
Article
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Although strategic entrepreneurship in established firms is recognized as a vital source of sustainable compe ve advantage, this field has no clearly developed research paradigm. Entrepreneurship as a firm-level, i.e., corporate entrepreneurship, is associated with a firm's growth, innova on and flexibility, which are desirable traits for the success of modern established firms. Strategic entrepreneurship is an integra on of entrepreneurial and strategic perspec ves to design and implementa on of entrepreneurial strategies that create wealth. Strategic entrepreneurship results in superior firm. Strategic Entrepreneurship which plays an important role in a highly turbulent environment, integrates strategic func ons with entrepreneurial ac ons. The goal of strategic entrepreneurship is to con nuously create compe ve advantages that lead to maximum wealth crea on. Authors recommend a process model of strategic entrepreneurship that describes how beginning with an entrepreneurial mindset, an entrepreneurial culture, and entrepreneurial leadership, a firm can manage resources more strategically, apply crea vity, and develop innova on, which can in turn lead to compe ve advantage and wealth crea on. This study sought to conceptually examine the various facets of strategic entrepreneurship and performance. The dimensions of strategic entrepreneurship considered were entrepreneurial orienta on, networking, resource strategy, strategic leadership
... Innova on is significant to entrepreneurs, because it reflects an important means by which firms pursue new opportuni es (Lumpkin et al., 2000). It is what helps successful entrepreneurs to come up with good business ideas that allow them find niches in the market place and beat the compe on (Collis & Montgomery, 1995). In this study, the private secondary schools that encourage innova on in their schools are be er performers than those that tended to discourage innova on. ...
... The author adds that the risks involve not only financial success, but career opportuni es, family rela ons and physical wellbeing. Collis & Montgomery (1995) states that business risk-taking involves venturing into new business field without knowing the probability of success or failure. This may include new product development, new market segments, changing demographics, new services or processes, new organiza onal structures, new strategic direc ves and others. ...
Article
Full-text available
Although strategic entrepreneurship in established firms is recognized as a vital source of sustainable compe ve advantage, this field has no clearly developed research paradigm. Entrepreneurship as a firm-level, i.e., corporate entrepreneurship, is associated with a firm's growth, innova on and flexibility, which are desirable traits for the success of modern established firms. Strategic entrepreneurship is an integra on of entrepreneurial and strategic perspec ves to design and implementa on of entrepreneurial strategies that create wealth. Strategic entrepreneurship results in superior firm. Strategic Entrepreneurship which plays an important role in a highly turbulent environment, integrates strategic func ons with entrepreneurial ac ons. The goal of strategic entrepreneurship is to con nuously create compe ve advantages that lead to maximum wealth crea on. Authors recommend a process model of strategic entrepreneurship that describes how beginning with an entrepreneurial mindset, an entrepreneurial culture, and entrepreneurial leadership, a firm can manage resources more strategically, apply crea vity, and develop innova on, which can in turn lead to compe ve advantage and wealth crea on. This study sought to conceptually examine the various facets of strategic entrepreneurship and performance. The dimensions of strategic entrepreneurship considered were entrepreneurial orienta on, networking, resource strategy, strategic leadership
... Our findings challenge the assumption that larger organisations or those with more extensive resources are naturally more mature in their business architecture practices. While it remains true that larger organisations have more extensive resources and, therefore, greater maturity potential, our results indicate that other factors, such as resource allocation and strategic commitment, also play pivotal roles in converting this potential into tangible results (Collis & Montgomery, 2008). Our finding underscores the importance of the Business Architecture leaders in building a compelling vision and roadmap for the business architecture practice. ...
... This underscores the importance of effective resource allocation, strategic commitment, and visionary leadership in translating organisational potential into tangible strategic results. It emphasizes the pivotal role of Business Architecture leaders in crafting a compelling vision, engaging senior leaders, and maintaining effective communication over a sustained time horizon (>5 years) to successfully mature the Business Architecture practice (Collis & Montgomery, 2008;Puthenpurackal Chakko, Huygh, & De Haes, 2021). ...
Article
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This study investigates how organisational and geographical factors affect the efficacy of business architecture in enterprises. Employing a quantitative research methodology, the research analyses data from a diverse range of organisations using ordinal logistic regression. The findings validate the hypothesis that factors like organisational alignment, industry sector, geographic region, organisational size, and adoption duration significantly influence business architecture's maturity and strategic impact. The study contributes to the understanding of business architecture's role in organisational strategy, highlighting the importance of contextual factors. It suggests that business architecture strategies should be tailored to specific organisational contexts, offering valuable insights for policy formulation and organisational strategy development. This research provides a foundation for future studies and practical applications in business architecture and enterprise transformation, emphasizing the need for a nuanced approach considering different organisational and regional characteristics.
... Numerous academics have diligently contributed to the expansion of the RBV and facilitated its practical use. To achieve economic success, a corporation must prioritize its resources that are "valuable, rare, inimitable, and organized to capture value" [15]. Emphasizing the need to leverage distinctive resources to achieve a competitive edge, a company's strategy should be based on its available resources and competencies [16], [17] and to sustain a competitive advantage in dynamic markets, it must consistently adjust and develop its resources [18]. ...
Article
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The concept of Green HRM is gaining popularity as organizations increasingly strive for sustainability. In contrast to conventional HRM, which generally emphasizes corporate objectives and operational requirements, Green HRM incorporates environmental sustainability into the framework. The key lies in integrating environmental principles into recruitment, training, performance evaluation, employee relations, and exit management. The study has reviewed the Resource-Based View and Stakeholder theories, and related scholarly publications in the domain of Green HRM to develop a conceptual mapping. Thereby it interviewed 30 persons responsible for HR functions of the Engineering Industry to identify current HR strategies and challenges associated with transition from traditional HRM to Green HRM. The results indicate that the sample industries are performing traditional HR functions although they are performing sustainable goals in isolation. Improper leadership approach, maintaining status quo, improper environment knowledge, improper innovation capability, traditional marketing and over profiting mentality are impacting implementation of Green HRM. To promote Green HRM, corporate-level strategy need to integrate Sustainable Performance Goals concerning the United Nations SDGs.
... RBV posits that a firm's competitive advantage stems from the utilization of inimitable resources (Barney, 1991) and, hence, firms are encouraged to consistently monitor and adapt to their competitive environments to develop dynamic competencies that are critical for survival and success (Bornay- Barrachina et al., 2023;Collis and Montgomery, 1995). Strategic learning, characterized as such a resource, facilitates continuous adaptation and refinement of capabilities in response to environmental changes, which are inherent in innovative activities. ...
Article
Purpose Despite the well-documented relationship between innovativeness and performance, the roles of strategic orientation and strategic learning within this relationship remain underexplored. This study aims to contribute to bridging this gap by leveraging organizational learning theory and the resource-based view. We explore how strategic orientation and strategic learning interact with innovativeness to enhance firm performance, thereby contributing to a deeper understanding of these complex interrelations. Design/methodology/approach We conducted a mixed-method field study, beginning by collecting survey responses from senior managers at 165 four- and five-star hotels across four Gulf Cooperation Council countries. After analyzing this data, we conducted five in-depth interviews with managers to further explore specific research questions that our initial deductive analysis did not address. Findings The study results, including a post hoc analysis of in-depth interviews, show that strategic learning and innovativeness are critical success factors for hotels. Unexpectedly, strategic orientation did not play a significant role in this study, and it seems that hotels facing hostile market conditions, such as pandemics and political crises, become more oriented to focus on short-term initiatives to help them survive. Practical implications In the post-COVID-19 era, hotels are recognizing the significance of embracing innovations like biometric technology to ensure seamless and safe customer experiences. Managers need to cultivate an innovative culture through strategic learning, supported by evidence of its positive impact on service performance. Enhancing innovativeness in hospitality requires understanding key drivers and fostering organizational contexts conducive to innovation. Incorporating strategic orientation with strategic learning is essential for successful innovation and improved hotel performance, presenting a challenge for both scholars and managers. Originality/value This study underscores the importance of strategic learning in enhancing hotel performance through innovativeness, emphasizing its role as a critical mediator in the hospitality industry’s dynamic landscape.
... • Resource-Based Theory: Organisations that effectively manage and protect their unique resources, such as proprietary data, are more likely to sustain a competitive edge, particularly in areas where AI and data-driven insights are crucial (Collis & Montgomery, 1995). ...
... Kanter (2002) suggests that companies that want to overtake the competition throw out "the script" and improvise their way to new strategies. Barney (1991), Collis and Montgomery (1995) emphasise the internal resources for sources of competitive advantage in an uncertain market: competence and other intangible assets such as brands, intellectual property or relationships, where innovation and the ability to propel ideas to market quickly become crucial. Collins and Porras (1996) and Davidson (2004) said that values, beliefs and vision become critical when people are the key value drivers, as they guide and align the behaviours of employees. ...
Article
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Whereas many organisations focus on the optimal functioning of their processes to achieve their goals, we nowadays see organisational challenges spreading to their functioning within networks. This poses a significant question for management and leadership: Are their decisions shaping or controlling their own or the network partners’ functioning? However, modern networks grant partners autonomy to make their choices, believing that the collective outcome of these autonomous decision processes can also yield results. However, cooperative decision-making between network partners is pivotal in today's society. Finding a balance between control over the network, autonomy of the partners and cooperation between them leads to what is often referred to as the emergent behaviour of the network. So, 'context is leading' requires reacting fast and efficiently to become a resilient organisational network. It is becoming evident that the resilience within network functioning lies in the exchange of information and data availability. In current practice, partners often seek solutions by striving for unity of language and/or data dictionaries. Unfortunately, this approach doesn’t lead to optimal results in day-to-day practice. We propagate the adoption of a different approach. This article presents a non-invasive perspective on micro-contexts and their emerging information systems. By engaging these systems in their current form through formalised abstractions, we suggest effectively linking information and data sources to enhance information exchange and data availability. Improving information exchange will show itself instantly as an advanced governance tool
... Employee performance, one of the most important dependent variables [36], is related to employee and organizational performance outcomes [37]. Employee performance has a significant impact on organizational performance [38]. Individual performance must be managed effectively and efficiently to achieve goals and strategic objectives [39]. ...
Article
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One of the most fundamental values that businesses must ensure to enhance sustainable production and productivity is the satisfaction of their internal customers. It is anticipated that an increase in the satisfaction levels of internal customers will lead to improved work performance, creating a cycle linked to the services and values provided to employees by the organization. This study aims to uncover the impact of the quality of internal services offered by manufacturing companies, as well as the ethical leadership approach, on employee performance. The data obtained from surveys conducted with 412 employees of clothing and textile companies in Van, Turkey, were analyzed using the SPSS program. The results indicate that internal service quality, particularly its dimensions of responsiveness and assurance, positively affects employee performance. Furthermore, it was observed that ethical leadership generally has a negative effect on employee performance, but the ethicality and justice dimensions and task clarity dimensions of ethical leadership affect employee performance positively.
... Other scholars have extended this logic to suggest that core competencies are building blocks for the firm's strategy (cf. Collis & Montgomery, 1995). Prahalad and Hamel (2003) describe core competencies as a root system that "provides nourishment, sustenance and stability" to the firm (p. ...
Article
While the benefits of experiential learning are well established throughout management and business courses, they are used less often when teaching strategic management. Yet, many concepts in strategy, such as the value chain, are difficult for students to understand. The abstract nature of these topics, coupled with the limited real-life exposure to strategy, make these topics difficult for students to understand and apply. The Golden Ticket exercise is designed to help students correctly apply the VRIO framework and conduct a value chain analysis. This exercise uses redirection as a learning tool, incorporating several independent myopic parts to create ambiguity, where students are initially unable to see how the exercise connects to the “big picture.” It is not until the end of the exercise that students can see how these parts connect (creating the big picture perspective), as they are able to identify the firm’s value creating activities, core competencies, and create the value chain for the firm. This exercise can be used in undergraduate and graduate-level strategy, marketing, and management classes, and can be taught face-to-face or online. Student feedback suggests that this exercise is engaging, practical, and an enlightening way to learn about value chain analysis and core competencies.
... Signalling theory provides an understanding that signals are actions taken by company management that provide clues to investors about how management views the company's prospects. This theory reveals that investors can distinguish between highvalue companies and low-value companies (Putri & Pernamasari, 2023).According to the resource-based view (RBV) approach, the company's main ability to compete in business is to use competitive advantage (Collis & Montgomery, 2009). Competitive advantage is the company's ability to determine the advantages used in facing business competition which leads to profitability (Wiggins & Ruefli, 2002). ...
Article
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ESG has become a corporate standard in investment practices that integrate and implement corporate policies in line with environmental, social and governance concepts. In addition, to achieve high corporate value from ESG disclosure, it is necessary to be driven by competitive advantage, which is an advantage strategy for companies that work together to compete more effectively in the market. This study aims to provide empirical evidence regarding ESG disclosure on Firm value with moderated competitive advantage. This research uses a quantitative approach with an explanatory method. The sample used is a company listed on the IDX for the period 2020-2022 which is included in Morningstar Sustainalytics. Regression analysis using Moderated Regression Analysis. The results showed that the ESG Disclosure variable had no significant effect on the relevance of firm value and competitive advantage was able to strengthen the influence of the ESG disclosure variable on the relevance of firm value.
... Source: compiled based on(Gamoh, 2017;Collis, 2016; Markets and markets, 2023; Communication from the Commission to the European parliament, 2020; Regulation (EU) 2019/2088 of the European Parliament, 2019; Esma.europa.eu, 2023) © 2024 The Authors. ...
Article
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The article is focused on the examination of market dynamics of eco-friendly packaging both in Ukraine, the European Union and globally. This involves a comprehensive analysis of companies operating within the eco-friendly packaging sector with a focus on understanding their methodologies and tactics for introducing new products into the market. It investigates the prevailing trends and primary catalysts shaping the regulation, consumption, and production patterns of eco-friendly packaging on a global scale. This considers a broad spectrum of factors, including the rising trend of on-the-go food consumption, concerns environmental sustainability and human health, governmental initiatives, and strategic collaborations across various industries. These factors collectively contribute to the expansion of the eco-friendly packaging industry, enhancing its efficacy and allure for investment. The research provides overview of important trends and main challenges, causing discussions in the context of fostering sustainable packaging industry. In particular, there are discussion about the long-term environmental effect of certain materials and eco technologies. There is a complexity in understanding the diversified legislative basis for sustainable packaging industry development in different countries. There is also an area for discussions on the issue of consumer’s understanding of eco-friendly packaging advantages. Additionally, the research explores shifts in consumer preferences, the integration of novel technologies in packaging material manufacturing, and the establishment of standards and regulations governing eco-friendly packaging. It focuses on evaluating the growth trajectory of the eco-packaging sector and the operational strategies adopted by companies within this domain specifically in Ukraine. This analysis encompasses an assessment of financial metrics, innovative methodologies, market competition dynamics, and other pertinent variables influencing the performance and viability of companies operating in this sector within the Ukrainian market context. Keywords: sustainable development, sustainable finance, ecological packaging, environmental polution.
... More broadly, intellectual capital is composed of relational and emotional wisdom. It is viewed as a central factor in the sustenance of competitive advantage (Penrose, 2006;Barney, 2006;Collis and Montgomery, 2007). ...
Article
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The twenty-first century is the century of prosperity and continuous learning. Learning is acquiring, modifying, or reinforcing existing or new knowledge, and involves synthesizing experience, spirit, and passion which leads to individual wisdom. This article studied the evolution of information, knowledge, and wisdom. Although wisdom is considered to be the highest form of knowledge, it is still a sophisticated concept with no consensus definition. The article describes what individual wisdom is, how to develop individual wisdom for active learning, and how to diffuse individual wisdom into organizational wisdom. In addition, this article lists the ways for individual wisdom cultivation, including how to manage individual wisdom for best practices in an organization, and last, but not least, how to contribute organizational values, or return profit to the community for reimbursement which entrepreneurs can utilize as natural resources and public utilities for his own businesses.
... Resource integration refers to an intricate and complex dynamic process in which an organization identifies, selects, absorbs, configures, activates, and organically integrates resources from different sources and of different kinds, making them more flexible, rational, systematic, and valuable, so as to form a unique core resource system that is more conducive to its own development [69]. Resource integration capacity is the ability of an organization to effectively plan and configure various resources within or between organi-zations to achieve comprehensive benefits [70]. In the field of construction engineering, a construction project is a temporary organization formed by multiple units, and its resource integration is the process of configuring relevant resources within the participants, between the participants, and outside the project organization according to the project objectives, then obtaining the overall optimal integration of resources through the organization's institutional arrangements and management coordination [71]. ...
Article
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Megaproject Social Responsibility (MSR) is widely acknowledged as contributing to project performance. However, the effect of Megaproject Social Responsibility Behavior (MSRB) implemented by organizations participating in construction on project performance remains a subject of considerable debate, and the intrinsic mechanism of MSRB’s effect on the performance of megaprojects has not been elucidated. Therefore, this study employs resource-based theory to investigate the mechanism underlying MSRB’s effect on project performance, taking into account both internal and external social capital as well as resource integration capacity as pivotal influences. Drawing on sample data from 206 experienced project managers across the various parties involved, this study develops a Bayesian network model to elucidate the MSRB effect mechanism. Through inference and sensitivity analysis, this study discovers variations in the enhancement effects across the four dimensions of MSRB on project performance. Notably, a combination strategy yields superior enhancement effects. Furthermore, when project performance is suboptimal, resource integration capacity emerges as a significant mediator between MSRB and project performance. Conversely, at high levels of project performance, MSRB directly contributes to enhancing project outcomes. The findings of this study offer valuable insights for the governance of MSR and the enhancement of project performance in megaprojects.
... 6.2 Anàlisi externa: sector, mercat, macroentorn L'anàlisi externa ens permet definir el conjunt de factors externs a l'organització que influeixen d'una manera clara i directa en els resultats que aquesta vol aconseguir . D'acord amb Collis i Montgomery (1995), l'anàlisi de l'entorn permet a l'organització delimitar el potencial competitiu, perquè per establir l'estratègia hi ha d'haver un enllaç entre les capacitats internes i l'entorn de negocis -el que el mercat demanda i el que els competidors ofereixen . ...
Book
Aquest treball vol ser una eina que contribueixi a definir l’estratègia de l'Organisme Autònom Local d’Educació Musical de Girona (OALEMG) a mitjà termini. El treball parteix d’una primera part teòrica que estudia les particularitats de l’estratègia en les administracions públiques i aprofundeix en diferents eines que s’utilitzen per definir-la. La segona part, més pràctica, consisteix a elaborar un pla estratègic per a l’Organisme des de la mirada de la direcció. El resultat d’aquest treball de final de màster pretén ser un instrument per debatre amb els responsables polítics i per posar l’Organisme al centre de les polítiques públiques educatives i culturals de la ciutat.
... RBV has arguably received a lot of attention as a foundation for understanding how supply chain collaboration can improve firm performance through capability development (Kotzab et al., 2003) and competitive advantage of the firm (Cao & Zhang, 2011;Collis & Montgomery, 1995). RBV states that collaboration among supply chain partners will increase their competitive advantage regarding supply chain speed, convenience, and reliability (Walker et al., 2000). ...
... The resource-based theory (RBV) and knowledge-based theory (KBT) are the two main theoretical foundations on which the dynamic capabilities approach is built. According to the first viewpoint, businesses are just various assemblages of resources and competencies (Acedo et al., 2006;Montgomery and Collis, 1995;Wernerfelt, 1984). In this view, having superior assets that let a company outperform competitors is essential for competitiveness. ...
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Purpose This study aims to investigate the influence of information and communication technology (ICT) capabilities on supply chain fraud and sustainability within the context of Ghana’s small and medium-sized enterprises (SMEs). Additionally, the research explores the mediating role of supply chain fraud in the relationship between ICT capabilities and supply chain sustainability. Design/methodology/approach Data were collected from 102 respondents within Ghana’s SME sector, and the research employed the dynamic capability theory as the conceptual framework. The study utilized partial least squares-structural equation modeling (PLS-SEM) to develop and analyze the proposed model. Findings The results of the study reveal a significant reduction in supply chain fraud attributable to enhanced ICT capabilities within Ghanaian SMEs. Moreover, ICT capabilities exert a significant positive influence on supply chain sustainability. Importantly, supply chain fraud emerges as a mediator, elucidating its role at the nexus of supply chain sustainability and ICT capabilities. Originality/value This research contributes to the limited body of evidence on the interconnectedness of ICT capabilities, supply chain fraud and supply chain sustainability, particularly within the context of Ghanaian SMEs. Notably, this study pioneers an examination of the mediating impact of supply chain fraud on the relationship between ICT capabilities and supply chain sustainability.
... According to Comm and Mathaisel (2000), the RBV adopts an "inside-out "or firm-specific perspective on why organisations experience success or failure in the marketplace. Rare, unique, non-substitutable, and valuable resources allow organisations to develop and maintain competitive advantage through superior performance (Collis & Montgomery, 1995). According to the RBV, an organisation can be a collection of physical, human, and organisational resources (Amit & Shoemaker, 1993). ...
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Globalizing the world's economies puts pressure on developing countries, making developing countries correct their infrastructure deficit. This creates businesses for many foreign firms in Nigeria. The increasing participation and influence of foreign firms in the construction industries in developing countries have heightened competition in the construction industries in developing countries. Indigenous firms in the construction industries in developing countries are finding it difficult to survive the competition posed by their foreign counterpart, as most significant projects are won and executed by foreign firms. The study seeks to analyse the construction management practices of publicly quoted indigenous and foreign construction companies in Nigeria to address their strategic gaps. The research design was a descriptive survey that made use of the Construction Management Practices Questionnaire (CMPQ), which was duly validated, and the reliability was ensured using the Pearson Product Moment Correlation statistic that yielded a correlation coefficient of r=0.91 The population of the study comprised publicly quoted indigenous construction companies and the foreign construction companies in Nigeria. The study sample size was 384 and was taken from publicly quoted indigenous construction companies and foreign construction companies in Nigeria that executed project contracts of not less than 1 billion US dollars annually, and are 15 Publicly Quoted Foreign and 6 Indigenous Construction Companies. A purposive sampling technique was used to select the participants as only the participants found on all the project sites were sampled, and they were six hundred and thirty. The questionnaire was personally distributed and harvested by the researcher within three months. Descriptive and inferential statistics were used to analyse all the data generated from the study. Independent samples t-test was used for the difference in the level of importance for strategic management practices between publicly quoted indigenous construction companies and foreign construction companies. The findings revealed that although the statistical difference in the perception of publicly quoted foreign construction firms and the indigenous construction firms was insignificant concerning the level of importance for the majority of the strategic management practices, few strategic management practices for which a significant difference was observed include; timeliness of revised drawing issue, effective coordination of resources, the use of work breakdown structure and line of balance practices, civil strife or riots, job security, and the opportunity to career advancement for future benefit. It was recommended that construction professionals should endeavor to use the construction management practices like Critical Path Method, Programme Evaluation and Review Technique (PERT), Work Breakdown Structure, Network Analysis, and so on to maximize their potential to the fullest. They should engage in extensive training in some, if not all, of these practices and ensure they are proficient in their use.
... According to Comm and Mathaisel (2000), the RBV adopts an "inside-out "or firm-specific perspective on why organisations experience success or failure in the marketplace. Rare, unique, non-substitutable, and valuable resources allow organisations to develop and maintain competitive advantage through superior performance (Collis & Montgomery, 1995). According to the RBV, an organisation can be a collection of physical, human, and organisational resources (Amit & Shoemaker, 1993). ...
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Globalizing the world's economies puts pressure on developing countries, making developing countries correct their infrastructure deficit. This creates businesses for many foreign firms in Nigeria. The increasing participation and influence of foreign firms in the construction industries in developing countries have heightened competition in the construction industries in developing countries. Indigenous firms in the construction industries in developing countries are finding it difficult to survive the competition posed by their foreign counterpart, as most significant projects are won and executed by foreign firms. The study seeks to analyse the construction management practices of publicly quoted indigenous and foreign construction companies in Nigeria to address their strategic gaps. The research design was a descriptive survey that made use of the Construction Management Practices Questionnaire (CMPQ), which was duly validated, and the reliability was ensured using the Pearson Product Moment Correlation statistic that yielded a correlation coefficient of r=0.91 The population of the study comprised publicly quoted indigenous construction companies and the foreign construction companies in Nigeria. The study sample size was 384 and was taken from publicly quoted indigenous construction companies and foreign construction companies in Nigeria that executed project contracts of not less than 1 billion US dollars annually, and are 15 Publicly Quoted Foreign and 6 Indigenous Construction Companies. A purposive sampling technique was used to select the participants as only the participants found on all the project sites were sampled, and they were six hundred and thirty. The questionnaire was personally distributed and harvested by the researcher within three months. Descriptive and inferential statistics were used to analyse all the data generated from the study. Independent samples t-test was used for the difference in the level of importance for strategic management practices between publicly quoted indigenous construction companies and foreign construction companies. The findings revealed that although the statistical difference in the perception of publicly quoted foreign construction firms and the indigenous construction firms was insignificant concerning the level of importance for the majority of the strategic management practices, few strategic management practices for which a significant difference was observed include; timeliness of revised drawing issue, effective coordination of resources, the use of work breakdown structure and line of balance practices, civil strife or riots, job security, and the opportunity to career advancement for future benefit. It was recommended that construction professionals should endeavor to use the construction management practices like Critical Path Method, Programme Evaluation and Review Technique (PERT), Work Breakdown Structure, Network Analysis, and so on to maximize their potential to the fullest. They should engage in extensive training in some, if not all, of these practices and ensure they are proficient in their use.
... But, in addition to internal talent and its ability to provide a company with a competitive edge, the RBV also considers external elements because resources cannot be valued independently. A reserve with value in one region or at a particular moment might not have the same value in another area or at a different time (Montgomery and Collis 1995). Grant (1991) divided resources into three categories: tangible, intangible, and personnel-based can be used to classify assets. ...
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In light of the conflicting findings within the existing empirical literature regarding the factors influencing environmental, social, and governance (ESG) disclosures in the context of sustainable investment and firms’ green innovation performance (GIP), our current study stands out as a distinctive research endeavor that examines how the relationship is influenced by the moderating effects of sales growth. Non-financial trade manufacturing companies listed on the Shanghai and Shenzhen stock exchanges between 2015 and 2020 were selected for this study. For data estimation, panel regression estimations using OLS and fixed effects models have been used. The results demonstrate a significant moderation of manufacturing industry’s sales growth in China on the relationship between ESG disclosures and sustainable finance (operationalized by green credit, and green investment), and green innovation (operationalized by R&D intensity and green patents). Several practical takeaways are offered to boost green innovation performance among ESG reporting enterprises and increase the effectiveness of R&D intensity. These findings, including policy recommendations, will benefit all stakeholders.
... The resource tools of a company are its collection of tangible and intangible properties and skills (Galbreath, 2005). In particular, the form and magnitude of resources are significant determinants of the viability of a company (Montgomery, Collis, 1995). The prescriptive essence of the resource-based view is the suggestion that resources with some attributes can provide and retain a competitive advantage (Galbreath, 2005). ...
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... The first component of the VRIO analysis is that a firm's resources must be valuable to exploit opportunities or neutralize threats (Barney, 1991). Valuable resources can contribute to customer desire based on price (Collis and Montgomery, 1995), competitive parity (Barney, 1991) and share value (Porter and Kramer, 2011), which is defined by creating a resource with economic value while also addressing societal needs and challenges. The second component is rarity for a firm's resources; otherwise, competitors could replicate the value-creating resource which may result in negative outcomes like market share loss or product devaluation (Barney, 1991). ...
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In today's highly competitive global business landscape, organizations across sectors are trying to gain advantage over their competitors. To secure this edge, companies are increasingly recognizing their workforce, the human capital, as a pivotal asset for achieving success. Human capital encompasses employees' knowledge, skills, and abilities. The term was initially coined in the 1960s by Schultz (1961) and later expanded upon in the 1990s. Human capital is not confined to tangible skills but also encompasses the well-being of individuals within an organization. HCM has been considered as a key element in an organization's overall value, including intellectual resources. The theories of dynamic capabilities and the resource-based view support the argument that human capital is a crucial driver of sustainable competitive advantage. HCM plays a central role in enhancing employee competencies, fostering knowledge-sharing, and stimulating innovation and creativity. This paper delves into the strategic importance of HCM, exploring how it contributes to gaining a competitive advantage. It also discusses the importance of HCM at the individual level, highlighting the role of education and training in enhancing employee performance and organizational productivity. Further, this study emphasizes that effective HCM is a critical driver for economic growth and competitive advantage. It not only leads to employee satisfaction and improved performance but also enhances overall organizational output and profitability. As organizations navigate the dynamic and competitive landscape, investments in human capital development stand out as a key driver of success and sustainability in the modern business world. HCM is the pivot in the pursuit of competitiveness and long-term viability in today's global marketplace.
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This paper seeks to determine whether relational capital, structural capital, and human capital have positive effects on the performance of insurance brokers in Zambia. The authors use data gathered from chief executive officers by way of a structured survey. The target population of interest are insurance brokers that have operated for at least three consecutive years (i.e., 2019, 2020, and 2021). A review shows that only 45 insurance brokers meet this criterion. The results indicated that relational capital and human capital have positive effects on insurance brokers’ performance in Zambia, whereas structural capital has a negative effect on the performance of insurance brokers in Zambia. The research recommends that insurance brokers should employ qualified staff whom they will later invest in through training and development programs to enhance productivity. The research also recommends that insurance brokers should form partnerships, alliances, mergers, etc., among themselves to compete effectively with the market leaders or form partnerships with other reputable institutions and non-broking entities, such as banks and mobile network operators that cover a wide geographical area and use advanced distribution channels. This paper is unique as it is the first to address the effect of relational capital, structural capital as well as human capital on the performance of insurance brokers in Zambia and highlights areas insurance brokers can work on to improve their performance.
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This research aims to build model and proposition of establishment of sustainable organizational identity. This research determines anthropomorphism and agile leadership as antecedents of sustainable organizational identity. This research also determines competitive advantage as consequence of sustainable organizational identity establishment. Furthermore, this research determines organizational change as moderating variable between sustainable organizational identity and competitive advantage. The model is, generally, built based on RBV. This research concludes that theoretical model and previous studies can identify that anthropomorphism and agile leadership can be hypothesized and examined empirically in the future to determine sustainable organizational identity. This research also conclude that sustainable organizational identity can be hypothesized and examined empirically in the future to determine competitive advantage. Furthermore, this research conclude that change management can be used as moderating variable between sustainable organizational identity and competitive advantage. This research contributes to the development of the concept of sustainable organizational identity symbolization, especially in conceptualizing the theory. This research limits to model and proposition formulation without empirical study because of the limitation of questionaries of sustainable organizational identity. Future research is expected to formulate questionaries of sustainable organizational identity so the empirical study can be performed.
Thesis
هدفت الدراسة إلى التعرف على مدى تأثير تحليل سلسلة القيمة في تحديد الخيارات الاستراتيجية في المؤسسات الاقتصادية، حيث تم اختيار المؤسسة الجزائرية لصناعة الأنابيب ALFAPIPEوحدة غرداية لإجراء دراسة الحالة، استخدمت الدراسة المنهج الوصفي في عرض الأدبيات النظرية لمتغيراتها، ومنهج دراسة حالة في الجانب التطبيقي منها، تم تصميم استبيان كأداة للدراسة موجهة لأفراد الإدارة العليا للمؤسسة، حيث تمت معالجة بيانات الاستبيانات المسترجعة والبالغ عددها 70 استبانة عن طريق برنامج الحزم الإحصائيةSPSS في نسخته 25. توصلت الدراسة إلى مجموعة من النتائج، أهمها وجود مستوى مقبول لتحليل سلسلة القيمة على مستوى المؤسسة بناء على آراء إطاراتها، بالإضافة إلى وجود أثر ذو دلالة معنوية لتحليل سلسلة القيمة في تحديد الخيارات الاستراتيجية، كما توصلت الدراسة أيضا إلى أن مؤسسةALFAPIPEتعتمد على استراتيجية التركيز على التمايز كخيار استراتيجي تنافسي في بيئة أعمالها، كما أوصت الدراسة بضرورة اعادة بعث المؤسسة لخيار التنويع المترابط، ووضع استراتيجيات واضحة لخفض التكاليف و الاستفادة من المزايا التي يوفرها تحليل سلسلة القيمة.
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The study examined the factors that affect the success of product/service innovation among small and medium-scale enterprises (SMEs) in Ghana as well as the moderating role of functional diversity and strategic alignment in the relationship between the factors affecting product/service innovation success among SMEs in Ghana. A sample of 500 respondents involved in the innovation activities of their firms were drawn using a purposive sampling method. The reliability and validity of the constructs were met. The results showed that organizational capabilities and product/service characteristics were positively related to innovation success, while the competitive environment influenced innovation success negatively. The moderating role of functional diversity and strategic alignment played a significant role in the factors affecting the innovation–success relationship. Furthermore, the positive moderating role of strategic alignment in the relationship between innovation factors and the success of product/service innovation means that SMEs can align all their strategies, which gives them a competitive advantage. As a result of the findings, the study recommended the need for firms to strengthen the capabilities of the organization, capitalize on product/service characteristics, and customize the implementation of best innovation practices in their own organization.
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This research examines the moderating effect of environmental factors on the relationship between intangible organizational resources and the performance of insurance brokers in Zambia. The research adopts objectivism as the ontology, positivism as the epistemology, and a quantitative research strategy as the methodology. The research employs an explanatory research approach, which was cross-sectional by design and adopted deduction as the research approach process. The research uses both primary and secondary data. The research’s population of interest includes licensed insurance brokers operating in Zambia as of December 31, 2021. The research employs inferential statistics, specifically regression analysis, for data analysis, utilizing Stata version 14 software. The findings indicate that environmental factors do not have a moderating effect on the relationship between intangible organizational resources and the performance of insurance brokers in Zambia. The research recommends that insurance brokers should not overlook the aspect of the fluctuating environment of political, legal, and economic factors because they have the potential to either positively or negatively affect the performance of insurance brokers in Zambia.
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