ROLE OF DIRIGEN OF RESOURCE ORCHESTRATION ANDDYNAMIC CAPABILITY ON COMPETITIVE STRATEGY AND THEIR IMPLICATIONS TOWARD COMPETITIVE ADVANTAGEOFSOEsCONSTRUCTION SERVICE (original) (raw)
Related papers
Role of Dirigen of Resource Orchestration and Dynamic Capability on Competitive Strategy
2016
In a company that has been well-established and gone international, to grow, the company must adapt to its business environment and would certainly undergo strong external pressure, so that a conductor is required to align the activities of various divisions and subsidiaries. The purpose of this study is to discover the influence of resource orchestration and dynamic capability on competitive strategy and their implications toward competitive advantage. In addition, to determine the effect of dynamic capability towards the strategy and competitive advantage in soes Construction Service. This study is conducted by a conceptual approach using grounded theory. Questionnaire and interview are distributed to 60 top leaders and project managers of soes Construction Service to explore their strategic perspective in the construction industry. The sampling technique by using proportional random sampling technique. The data is in the form of SEM and is analyzed by Path Analysis. Novelty of th...
RESOURCE BASED VIEW AS A STRENGTHENING OF INDUSTRY?S CAPABILITIES TO IMPROVE COMPETITIVE STRATEGIES.
Competitive advantage as the impact of the implementation company operation strategy in creating value creation on the products and services produced. Cost leadership and differentiation for products or services into a strategic part in achieving competitive advantage. Competitive strategy becomes part of the corporate strategy led to increased productivity and performance. Resource-Based View is a part of the company\'s capability in encouraging superior competing. This study empirically investigates whether there is an effect resources based view, competitive strategy and competitive advantage. The results showed that resources based view are effective and positive direct effect on competitive strategy. Competitive strategy has effective and positive direct effect on competitive advantage. Moreover, this study demonstrated that the effect of competitive advantage is mediated by competitive strategy. This finding integrates insights competitive strategy framework into a generalization of the competitive advantage in industries. Furthermore, this research is expected to support for industry have valuable suggestions to effectiveness in competitive strategy and achieved the company?s goal especially in competitive advantage.
New directions of development of resource-based view in creating a competitive advantage
2013
The resource-based view which supports endogenous perspective in strategic management has become the focus of interest among scholars. However, criticism directed at the resource-based theory provides basis for separation of the new mainstreams: dynamic capability and relational resources. The aim of the paper is to review the resource-based approach to strategic management and to develop new directions for this approach. Depending on the approach, a competitive advantage in a firm is attained through resources (resource-based view, RBV) or through adjustment to the environment (positioning view). Evolution of the resource-based concept allowed authors to attempt to build a conceptual model that uses exogenous and endogenous orientation of the strategic management in formation of competitive advantage
Resource Based View (RBV) in Improving Company Strategic Capacity
Research Horizon
The growth of the industrial sector that continues to grow requires companies to have high competitiveness capabilities. Companies in order to survive in intensive competition and remain competitive with other companies are required to be able to innovate. One internal approach that can be used to create competitive advantage is to use a Resource Based View (RBV). This Resource Based View (RBV) method examines a company's assets, expertise, capabilities, and intangible assets, including the internal resources of the company, and determines its strategic advantage. The Resource Based View (RBV) approach highlights a company's capabilities and resources that are unique to that company and adds significant value for the company. Using the Resource Based View (RBV) theory which focuses on the resources owned by the company and its capabilities can provide an appropriate theoretical perspective for examining how internal factors can become resources to generate competitive advant...
Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach
This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
IT Impacts On Performance Of Service Firms Through Operation-Level Dynamic Capability
Journal of Applied Business Research (JABR)
This study focuses on the strategic value of information technologies in the service industry and examines the relationship between information technology (IT) service competence and firm performance. The proposed relationship is further augmented by investigating the mediating role of operation-level dynamic capability particularly for the service setting. Survey data of medium to large-size enterprises in service industries in the United States were used to validate the proposed model. The results indicate that operational reconfigurability as an operation-level dynamic capability is a significant IT-enabled mediating driving force of firm performance in the service setting. This study is an early attempt to examine the strategic value of information technologies to lead to service firms business performance, particularly through the dynamic capability at the operation level.
International Journal of Business and Management
Aim of the study is to investigate the diversities of competitive advantage concepts and how those companies use their sources to provide sustainability and competitive advantage. Competitive advantage; in the information age, intends to aim at inclining to skills and abilities not easily imitated by competitors in order to capture competitive advantage. A semi-structured interview is conducted with three companies. This research allows the classification of resources by industry profile and can demonstrate differences in that profile. The findings show that intangible resources gains prominence as a competitive advantage and have more impact on performance in many companies as mentioned in other studies. A construction company, a food company and an automotive company are examined. The competitive environment pushes the companies to be innovative and to show corporate image in ways like social responsibility, where the know-how and intellectual property is one of the most important way for sustainability. Know-how and experience create deliver tangible results. The learning opportunities engage employees and reinforce company culture, where the companies operate in an environment where new technologies replace many core functions.