Competitive strategy Research Papers - Academia.edu (original) (raw)

An earlier study (Szklo A, Soares J, Tolmasquim M. Economic potential of natural gasfired cogeneration in Brazil: two case studies. Applied Energy 2000;67(3):245-67) that assessed the economic feasibility of gas-fired cogeneration systems in Brazil, indicated that the use of cogeneration in Brazilian malls tends to be small in the short-term. However, current experience is opening up the possibility of investments in cogeneration plants-despite their lack of economic feasibility-as part of the strategic actions of utilities in the energy market. The earlier study made no attempt to analyze this possibility, focusing solely on economic feasibility. This article supplements its predecessor by analyzing a type of cogeneration rated as strategic. This is a recent phenomenon prompted by the deregulation of Brazil's energy market. Within this new context, power utilities are taking up a defensive behavior as they battle to preserve their markets, in parallel to aggressive behaviors designed to expand and diversify their activities. This means that they may well invest in cogeneration for strategic reasons that may not be clearly reflected through an economic-feasibility assessment.

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- Engineering, Economics, Energy Policy, Aggressive Behavior

Ani ve şiddetli bir şekilde ortaya çıkan Covid-19 salgını, havacılık sektöründe 1945’ten bu yana görülen en büyük krizdir. Dinamik ve rekabet yoğun bir sektör olan havacılık sektörü 11 Eylül de dahil olmak üzere her krizden geliştirdiği stratejiler ve yönetim modelleri ile başarılı bir şekilde çıkmasını ve kısa sürede toparlanmasını bilmiş, son 15 yılda (2009 krizi haricinde) sürekli artış göstermiş ve bu artış ekonomik büyümenin üzerinde gerçekleşmiştir. Havacılık bütünsel bir hizmetler zinciri olduğundan, sektördeki tüm paydaşlar için zorluk yaratmıştır. Bu süreçteki kayıplar hesaplandığında toplam kaybın 1 trilyon dolar olacağı düşünülmektedir.. Sadece havayolu şirketlerinin gelir kaybı 419 milyar dolardır (IATA). Talepte %54’lük bir düşüş yaşanmıştır. Havalimanlarının kaybı ise küresel bazda 171 milyar dolardır. Bu durum, havalimanlarının havacılık dışı gelirlerini büyük ölçüde etkileyecek ve yolcu dışındaki havalimanı ziyaretçilerinden elde edilecek geliri büyük oranda düşürecektir. 2020 yılında küresel havayolu trafiğinin 2019’a göre %66 azalacağı öngörülmektedir. Bu dönemde endüstri 4.0 bağlamında dünyada şu anda çok az havalimanında uygulanan “dijital havalimanı konseptlerinin” yaygınlaşacağı, eylem odaklı ve teknolojik altyapıya önem veren dijital çözümlerin ön plana çıkacağı, proaktif stratejilerin önem kazanacağı, sistemden ziyade paradigma dönüşümlerinin yaşanacağı düşünülmektedir. Bu çalışmada, Covid-19 salgınının havalimanları üzerindeki etkileri sektörel olarak analiz edilmiş; buna bağlı olarak analize genel bir soru ile başlanarak daha sonra literatür incelemesi ve döküman analizi yöntemleri kullanılarak şu sorular İstanbul Havalimanı örneği ele alınarak cevaplanmıştır: Havalimanları bu kriz sürecini yönetmek için hangi stratejileri uygulayabilir? Sonraki olası senaryolar nelerdir? Havalimanı tasarımı ve operasyonlarındaki değişiklikler bu süreçlerden nasıl etkilenecektir?

- by Burak Erdoğan
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- Competitive strategy, Airport Management, Air Transportation

This paper is a case study which describes the application of game-theoretic approach in resource management with specific emphasis on developing optimal strategies of phosphorus applications for soil fertilisation. The approach adopted allows resource managers to consider not only competitive strategies, which were treated as the Nash equilibrium game solutions, but also strategies which imply cooperation between farmers. These strategies were modelled as the cooperative Pareto optima of the game. The objective function of the game has been developed in order to reflect both economic advantages of phosphorus applications and the environmental losses associated with these applications expressed as dollar values. The paper presents algorithms for finding competitive and cooperative solutions of the game for the particular case when no time scheduling is included in the game parametrisation. The results obtained in the paper showed that the cooperative solutions lead to much lesser environmental impacts than that in the case of non-cooperative strategies.

- by Sergei Schreider
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- Game Theory, Water quality, Multidisciplinary, Phosphorus

During the last decade the literature on new service development (NSD) has increased in significance, reflecting the rapidly increasing contribution of services to the economy. A growing number of researchers suggest that NSD leads to service firm competitive advantage. However, the literature on NSD-based competitive strategy is fragmented. This paper attempts to model the antecedents of NSD-based competitive strategy. Specifically, the framework presented in this paper argues that entrepreneurial intensity, distinctive learning capabilities and NSD comprise key components of a model that examines the role of NSD in gaining sustained competitive advantage in service firms. Key theoretical constructs within the model are explored and research propositions presented.

- by Jay Weerawardena
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- Services, Multidisciplinary, Competitive advantage, Competitive strategy

PurposeThe purpose of this paper is to examine the mediating role performance measurement plays in the relationship between competitive strategies and firm performance.Design/methodology/approachThis study conducted a mail‐survey of Thai listed companies in 2009. A total of 101 Thai listed companies’ executives, each representing their company, participated in this study. The SPSS version 11.5, path‐analytical model is adopted to analyze the survey data obtained.FindingsThis study finds that generally, all competitive strategies positively and significantly enhance firm performance through performance measurement. Specifically, firms’ differentiation strategy not only has a direct and significant impact on firm performance but also it has indirect and significant impact on firm performance through financial measures. Cost leadership strategy that firms pursue does not directly affect firm performance. However, it does so indirectly and significantly through financial performance mea...

- by Poh Kam Wong
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- Innovation statistics, Competitive strategy, Electronics Industry

Environmental analysis is a critical part of the strategic management planning process. The SWOT (Strengths, Weaknesses, Opportunities, Threats) framework is proposed by many as an analytical tool which should be used to categorize... more

Research Journal of Business and Management (RJBM) is a scientific, academic, peer-reviewed, quarterly and open-access online journal. The journal publishes four issues a year. The issuing months are March, June, September and December. The publication languages of the Journal are English and Turkish. RJBM aims to provide a research source for all practitioners, policy makers, professionals and researchers working in the area of economics, finance, accounting and auditing. The editor in chief of RJBM invites all manuscripts that cover theoretical and/or applied researches on topics related to the interest areas of the Journal.

- by Cemal Zehir
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- Management, Economics, Strategic Management, Stakeholders

In an innensingly competitive environment, what strategies will help providers not only to retain their current positions but also to prosper? Competitive Strategy in Continuing Education Clifford Baden As providers of continuing education look to the future, most see a challenging prospect. The opportunities for creative programming seem endless: weekend schools, courses in shopping centers, contracts with business, industry, and the military, literacy initiatives, delivery options through telecommunications, revivals of the liberal arts, cunicula for professional groups, and so on. At the same time, providers acknowledge that there is a changing pattern of competition in the field, with new players and new sponsoring organizations making available to adults a diversity of learning opportunities. Biology courses are offered not only by colleges, universities, and community-based adult education programs but also by botanical gardens and hospitals. Technical updating for industry is available through community colleges, schools of engineering, proprietary schools, professional associations, and in-house mining departments. Courses in wine appreciation, seminars in financial planning for women, certificate programs in real estate, one-day sessions on spread-sheet programs-all are promoted by many different providers. To the extent that providers operate in the same marketplace, they are competitors. The picture is complicated, of course, by the fact that the competitors are so diverse-in their origins, in their personalities, and in their relationships to their parent organizations. As a result, they typically C. Baden (d). f:omprtitivc Shfor Continuing Edw&ML New Directions lor Continuing Education. no. 95. San Francism: Joscy-Basr. Fall 1987.

- by Clifford Baden
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- Marketing, Competition, Planning, Competitive strategy

Purpose -The paper assesses the extent to which China's comparative advantage in manufacturing has shifted towards higher-tech sectors between 1987 and 2005 and proposes possible explanations for the shift. Design/methodology/approach -Revealed comparative advantage (RCA) indices for 27 product groups, representing high-, medium and low-tech sectors have been calculated. Examination of international market attractiveness complements the RCA analysis. Findings for selected sectors are evaluated in the context of other evidence. Findings -While China maintains its competitiveness in low-tech labour intensive products, it has gained RCA in selected medium-tech sectors (e.g. office machines and electric machinery) and the high-tech telecommunications and automatic data processing equipment sectors. Evidence from firm and sector specific studies suggests that improved comparative advantage in medium and high-tech sectors is based on capabilities developing through combining international technology transfer and learning.

- by David J Bennett and +1
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- International Marketing, China, Quantitative analysis, Competitive advantage
- by Craig Galbraith
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- Marketing, Flexible Manufacturing, Economic Development, Competitive strategy

Rapid product development has been treated as a competitive strategy in a global market environment. It is essential to improve the product development process with the objective of reducing product development cycle time and hence to reach the market as quickly as possible. Large-scale companies have adopted new strategies and technologies to reduce the product development cycle time, taking into account various market and innovation barriers. However, small and medium enterprises (SMEs) have not received adequate attention from researchers for their product development process. In this paper, an attempt has been made to analyze the critical success factors for the product development process with the help of an empirical research in SMEs. The research is based on a sample of 65 SMEs located in a medium developed region (Valencia) of Spain. The main objective of this research is to identify the major determinants that confront the product development. The cost of product development projects that discourages commitment to new product development and the uncertainty of the market acceptance were found to be the major factors. Contrary to what the theoretical studies recommend, the most frequent sequence for the process of development and promotion of new products is rather simple and short, with an average time for new product development of around 6 months, although largely depending on the sector. According to the study reported in this paper, the fulfilment of the key success factors as suggested by the literature is, in general, low. 

Mixed strategies are widely used to model strategic situations in diverse fields such as economics, marketing, political science, and biology. However, some of the implications of asymmetric mixed-strategy solutions are counterintuitive. We develop a stylized model of patent race to examine some of these implications. In our model two firms compete to develop a product and obtain a patent. However, one firm values the patent more because of its market advantages, such as brand reputation and distribution network. Contrary to some intuition, we find that the firm that values the patent less is likely to invest more aggressively in developing the product and will also win the patent more often. We argue that the reason for these counterintuitive results is inherent in the very concept of mixed strategy solution. In a laboratory test, we examine whether subjects' behavior conforms to the equilibrium predictions. We find that the aggregate behavior of our subjects is consistent with...

- by Wilfred Amaldoss and +1
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- Experimental Economics, Political Science, Management Science, Decision Analysis
- by David Midgley
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- Marketing, Parameter estimation, Competitive strategy, Marketing Science

Purpose-The paper aims to address the following questions: "How is value created within a firm?" and "Is the distinction between competitive and corporate strategy helpful in considering the processes of value creation?" Design/methodology/approach-The paper distinguishes five value-creating activities within the firm. Three are involved in the process of current value creation, one is directed at the maintenance of the firm and the other activity is concerned with the creation of future value. These processes of value creation are then explored from the perspective of corporate and business levels of strategy by considering whether these activities can be tightly or loosely coupled. Findings-The paper argues that decisions regarding loosely or tightly coupled value-creating activities should belong to the realm of corporate strategy and that this "corporatising" choice involves trade-offs in terms of responsiveness and cost. Practical implications-The arguments in this paper can be used by managers to help them think through the consequences of any corporate level strategy decisions they may envisage taking. Originality/value-This paper addresses traditional strategic management questions by building on a range of literatures, and proposes an original and meaningful way of examining the role of corporate and competitive strategy.

- by Abby Ghobadian
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- Marketing, Strategic Management, Corporate Strategy, Competitive strategy

Previous studies on strategic groups have examined issues such as the identification o f strategic groups, the relationship between strategic groups structure and industry performance, and the movement of strategic groups over time. I n contrast to previous studies, this paper uses the analytical concepts o f game theory t o explore the question o f what strategic groups will exist in the future. These benchmark (future) strategic groups represent long-run strategic positions available within an industry and thus reference points for firms in developing sustainable competitive strategies. The benchmark strategic groups are discussed and comments are offered t o illustrate how firms can use the benchmark information to redirect their strategic positions in order to survive and remain competitive in the long run.

- by Ankam Ravi Kumar
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- Applied Economics, Competitive strategy, Managerial Decision Making
- by Martine Gadille
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- Network, Competitive advantage, Smes, Competitive strategy

This paper aims at providing an assessment of the third party logistics evolution over the period of 1900s up to the millennium. It concludes with a conceptual model which summarises the main stages of the third party logistics evolution according to relevant organisational, logistical and strategic transformations, and world main events. This task entails a thorough literature analysis of the

- by Douglas Macbeth
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- Ownership Structure, Competitive strategy, Conceptual Model, Spectrum

Purpose -The paper seeks evaluate to the comparative progress of Asda in the UK since its surprise takeover by Wal-Mart in 1999. Wal-Mart expected to become the number 1 retailer in the UK and many commentators saw massive problems ahead for local retailers. These expectations were not met; this paper investigates why. Design/methodology/approach -Asda's progress is considered through a brief discussion of the company's history to 1999, an investigation of the changes Wal-Mart subsequently made to Asda's operations, the comparative impact of these changes and then a consideration of the restrictions on impact deriving from organisational, competitive and environmental factors. Findings -Despite the strong rhetoric on entry, the commercial reality has seen only moderate success for Asda and a widening gap to the market leader, Tesco. Explanation for this includes competitive strategy and reactions, market restrictions particularly in land-use planning and unwillingness by Asda (Wal-Mart) to alter their focused store format strategy in line with competitor actions and market directions.

- by Rural Citizen
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- Globalization, Competitive strategy, Supermarkets, Business performance

Existing approaches at explaining accelerated internationalization of born global firms are incomplete as they do not capture the learning that is undertaken by these firms and their founders prior to the firm's legal establishment. Building on the extant literature and drawing on the dynamic capabilities view of competitive strategy, this paper presents a conceptual model of born global firm internationalization. We conjecture that a set of dynamic capabilities that are built and nurtured by internationally-oriented entrepreneurial founders enable these firms to develop cutting-edge knowledge intensive products, paving the way for their accelerated market entry. We develop propositions and offer concluding remarks.

- by Jay Weerawardena
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- Business, Entrepreneurship, Marketing, Economics

The new concept of designing global manufacturing for world markets has emerged in the 21 century. Global manufacturing refers to technologies and systems that represent the best modern manufacturing practices successfully implemented in the industries. The concept of dynamic global world-class manufacturing(WCM) has become the single most motivating theory in many major industries and reliability management is one of the

This study emphasises the role of heads of departments in higher education. They are in a key position to shape the future direction and strategy of their subunits. They can also make an important contribution to the strategy of the whole organisation, which should be broad enough to allow different competitive strategies of subunits. The results of this study show that the strategies of overall cost leadership, differentiation and focus, known in business literature, can be successfully applied to higher education. This is especially true in market-led continuing education. Examples from the Finnish higher education sector are cited.

- by Juha Kettunen
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- Higher Education, Strategic Management, Competitive strategy

For those unfamiliar with complex competitiveness models, or who lack the time for long-term, in-depth analysis, the Competitiveness Assessment Model is a simple tool that allows for analysis beyond the known quantifiable data into creative synthesis. The model contains eight main categories that play a role in the competitiveness of any enterprise: (1) Organizational Structure; (2) Global Presence; (3) Products & Methodologies; (4) Operations; (5) Research & Development; (6) Market Image; (7) Growth Strategy, and (8) Management. Each category, in turn, has five subcomponents addressing specific areas of concern within the category. The categories and subcomponents are meant to broaden the novice analyst's perception of what competitiveness means and the various ways in which efforts in these areas can effect the company's overall competitive advantage or disadvantage. The analyst proceeds through each category, ranking individual subcomponents and then totaling the overall score for that category, placing the rating within a "wagon wheel" matrix. When completed, a judgment call can be made about the overall competitiveness of the company under investigation, in comparison with its competition within an industry segment or market.

- by Jamilya Abdullayeva
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- Banks and credit markets, Competitive strategy

Supply Chain Management Information Systems (SCM IS) play an increasingly critical role in the ability of firms to reduce costs and increase the responsiveness of their supply chain. This paper develops an empirically supported model of the organizational capabilities enabled by SCM IS. The model integrates and enriches theoretical and empirical studies of competitive strategy, supply chain management, and interorganizational information systems.

- by Yufei Yuan
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- Information Systems, Supply Chain Management, Supply Chain, Competitive strategy

W niniejszym artykule została podjęta próba wskazania wybranych, odnoszących się do marketingu miejsc tendencji, które wydają się istotne z punktu widzenia promocji i rozwoju społeczno-gospodarczego jednostek terytorialnych. W tym ujęciu marketing miejsc można rozumieć jako odpowiedź na zapotrzebowanie w obszarze profesjonalnego zarządzania jednostkami terytorialnymi. Na wstępie zostały przedstawione teoretyczne aspekty marketingu miejsc, w dalszej części scharakteryzowano poszczególne tendencje, wśród których przykładowo można wymienić markowe produkty turystyczne, promocję miejsca poprzez sport, spa&wellness, turystykę konferencyjną, zintensyfikowaną promocję gospodarczą. W ramach podsumowania zaprezentowano wybrane korzyści wynikające ze stosowania rozwiązań wpisujących się w marketing miejsc.

- by Andrzej Raszkowski
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- Management, Marketing, Economics, Development Economics

The provision of investment services (and the correlated ancillary services) and collective investment services forms part of the main functions carried out by the securities industry. From an industrial point of view, all the activities defining the securities industry represent subsequent stages of the production process of the industry. The financial exchange sensu stricto uses the orders originating from the investment decisions produced in the asset allocation stages as input for the production process and, in turn, is divided into the order capture, order execution and order processing stages. The presence of banking intermediaries characterizes all the stages of the production process of the securities industry. This, of course, has implications in terms of profitability of the banking groups and affects their competitive strategies.

- by josanco floreani
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- Asset Allocation, Multidisciplinary, Value Chain, Competitive strategy

This paper argues that the offering—what customers choose to buy—should be the primary focus of competitive strategy. A classification of competitive strategies based solely on how an offering could be positioned is developed, and a new output‐ or buyer‐based vocabulary devised for it. It is argued that this language provides a surer way of becoming customer orientated than an input‐

- by Shiv Mathur
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- Business, Marketing, Customer Orientation, Marketing Management

The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer’s seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.

- by ashamaran ashamaran
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- Marketing, Business Ethics, Engineering, Applied Ethics

In response to dramatic rises in health care costs, policymakers have been debating the relative merits of competitive strategies as a means of containing costs. We study the 29 largest metropolitan statistical areas for 1991, and controlling for environmental conditions in each market, we examined the impact of competition on hospital costs. We conclude that competition had a significant positive impact on overall hospital costs.

- by Sejong Bae
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- Competition, Applied Economics, Competitive strategy, Socio Economics

The current and prevailing paradigm of intensive agricultural production is a straightforward example of the mainstream way of doing business. Mainstream enterprises are based on a negativistic view of human nature that leads to counter-productive and unsustainable behaviours producing negative impact for society and the natural environment. If we want to change the course, then different players are needed, which can flourish thanks to their capacity to serve others and creating values for all the participants in the network in which they are embedded. In the article, through the analysis of the Slow Food movement and the use of recent theoretical and empirical contributions in behavioural sciences and psychology, we support the collaborative enterprise model as an alternative to the still prevailing, mainstream business models. Evidence shows that caring and responsible efforts of economic agents are acknowledged and reciprocated even in highly competitive markets.

- by Laszlo Zsolnai
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- Business Ethics, Food Safety, Sustainable agriculture, Collaboration

The formulation of a competitive strategy implies an extended understanding, in terms of the industrial structures, of the mains fields where the nations compete and those structures evolve. The environmental conditions of a region, and of its industries, determine both the generic strategies, and the alternative strategies, which are already implemented.

Purpose -Most benchmarking methods are based on comparing financial and operational indicators with that of the leader in the market. Financial and operational indicators may not be sustainable in facing the speed and competitiveness of today's marketplace. The purpose of this paper is to propose a dynamic customer-driven benchmarking approach that captures changes in customer perceptions and expectations and subsequent changes in service standards set by experienced customers as best practice. Design/methodology/approach -This paper is based on examining the current literature on benchmarking and suggesting a new approach for benchmarking that puts the experienced customer as the standard for benchmarking. The customer-driven benchmarking approach is one that will ensure that companies are continuously improving and advancing their values to meet the needs of the sophisticated and demanding customers. Findings -The use of customer-driven benchmarking will not only provide a clear direction and methods for learning from customers by initiating value-added services that exceed their expectation, but moreover, help to sustain a company's performance and competitiveness in the long-term. Originality/value -Benchmarking performance against competitors on the basis of financial and operational indicators may not guarantee a sustainable competitive edge. This paper highlights the importance of customer-driven benchmarking as a strategic approach for a sustainable market performance, emphasizing the standards set by "experienced customers as best practices".

- by Hamed Shamma
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- Benchmarking, Competitive strategy, Business and Management, Best practice
- by Jorge Rufat-Latre
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- Marketing, Competitive strategy, Business and Management, Business Model

Many advantages have been ascribed to the Internet. Although it lacks the necessary elements to be regarded as a strategic resource, the Internet seems to be a useful tool to provide support for business strategies. In this work we discuss how the Internet can be used to support the development of capabilities and define firm boundaries. Using a sample of Spanish firms, empirically analysed, we find positive relationships between the use of the Internet and product differentiation, as well as the introduction of organizational changes. In addition, we present evidence that the Internet reduces both internal coordination costs and transaction costs as a result of the positive relationships found between the use of the Internet, the degree of vertical integration and the establishment of technological agreements with suppliers and customers.

This new book makes its own genre in the skills debate and research, combining research disciplines at different levels, namely theoretical concepts, practice in enhancing performance, organisational strategy and national skills policies. It begins by challenging the poor record of public skills policies that are often derived from human capital theory. The book argues that the days for relying on market failure for providing intellectual input into skills policies are numbered. The nature of a contemporary and forward-looking skills policy is about understanding skills in the context of business strategy, the nature of the productive system, work practices and skills utilisation at the workplace. Thus, skills policies are no longer solely about training and qualifications. It should also be (if not more so) about using sector-based policies to create a set of 'institutional logics' that shape business decisions and employers' competitive behaviour. The book has an in-depth critique of the development of skills policies, a (new) strategic skills model that identifies the fundamental drivers for high skills utilisation, case studies for high performance working as well as an analytical framework for a sectoral approach to skills development for public policy-making.
This book was published in November 2014. The attached (free) chapter is the introduction to the book which gives the reader a good idea about the content of the book.

ISO 9001 ISO 14001 Management standards Competitive strategy Absorptive capacity Early mover advantage a b s t r a c t With the rise of globalization, firms increasingly implement management standards developed by the International Organization for Standardization (ISO) to assure they can meet their customers' expectations. ISO management standards reduce performance variability among suppliers and promote global trade. However, ISO standards also promote a certain degree of commonality or isomorphism between firms. If the very notion of 'standards' encourages a certain level of commonality between firms, then how can firms achieve a competitive advantage from implementing ISO standards? This research argues that the timing of when a firm implements an ISO standard relative to their rivals has strategic benefits. Drawing on the competitive dynamics literature we argue that firms can achieve an early mover advantage when implementing ISO 14001. However, an early mover advantage depends on the level of a firm's absorptive capacity (prior experience with ISO 9001) and the competitive intensity of their industry. This study uses longitudinal data from firms that implemented ISO 14001 at varying points in time to examine the benefits of an early mover advantage. More broadly, this research sheds light on when firms benefit the most from implementing new management standards. The results provide insights into implementing other emerging management standards.

- by Hung-chung Su and +1
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- Engineering, Operations Management, Competitive strategy, Mathematical Sciences

Previous literature on competitive strategies for new ventures diffrs significantly on the appropriate domain breadth for new ventures, niche versus aggressive coverage. While this study does not address normatively the appropriateness of either approach, it reveals eight distinct 'archetypes' of competitive strategy for entry with both niche and broad strategies represented. In this study 247 new venture CEOs from the information processing industry were asked to describe their venture's competitive strategy for entry using twenpsix competitive methods. Factor and subsequent cluster analysis uncovered these eight different 'archetypes': ( I ) aggressive growth via commodity type products to numerous markets with small customer orders; (2) aggressive growth via price competitive new products to large customers;

- by Patricia McDougall
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- Marketing, Strategic Management, Competitive strategy, Business and Management

This article reports results from empirical tests of relationships between the pattern of innovation within a firm and certain of the firm's characteristics: the stage of development of its production process and its chosen basis of competition. The hypothesized relationships posed for the present investigation are a synthesis of prior research by the present authors on two distinct but complementary conceptual models of innovation, concerning respectively: the relationship between competitive strategy and innovation, and the relationship between production process characteristics and innovation. The empirical investigation is carried out with data available from the Myers and Marquis study of successful technological innovation in five different industry segments.

- by James Utterback
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- Marketing, Technological Innovation, Product innovation, Competitive strategy
- by hazril izwar ibrahim and +1
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- Political Culture, Human Resource Management, Competitive strategy, Business environment

This article seeks to sustain the social entrepreneurial phenomenon by providing a theoretical and an empirical background of the way that a NPO can increase the level of efficiency and efficacy. Social entrepreneurship increasingly plays a major role in the progress of society in the same way that entrepreneurship promotes progress in the economy. Because NGOs are related to the

- by Patti Miles
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- Sociology, Social Responsibility, Competitive strategy, Business and Management

日本鉄鋼業の現状と課題を，高炉メーカー・電炉メーカー各々の競争戦略と，地球温暖化問題への取り組みを通して考える。

Lo Studio di Fattibilità dell’adeguamento a quattro corsie della ss.16 adriatica -dalle Marche fino alla Puglia-, elaborato per conto del Ministero delle Infrastrutture/ANAS da alcuni gruppi di ricerca universitari (Università degli Studi “G. D’Annunzio” di Chieti-Pescara, Università degli Studi di Camerino, Università degli Studi dell’Aquila, Università degli Studi del Molise), ha assunto l’ipotesi che la necessità di ammodernamento della ss. 16 dovesse, da un lato, richiedere un progetto pertinente ed efficace sotto il profilo tecnico-economico, dall’altro, promuovere un processo di riqualificazione diffusa dei differenti contesti attraversati contribuendo ad innervare, in modo innovativo e transcalare, un territorio urbano (la città medio-adroatica) esteso, coeso e competitivo.

- by Matteo di Venosa
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- Global cities, Infrastructure Planning, Green Infrastructure, Transport Planning
- by Naijatrackz Media
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- Measurement and Evaluation, Competitive strategy, Advertisement

The conceptes of human resource management practices, organisational culture, knowledge management, organisational innovation, and organisational performance in the human resource management research field have been implemented. Although the results of literature were significant, no studies were released in order to conduct a study about the function of human resource management practices in intensifying the organisational performance with interfering organisational culture, knowledge management, and organisational innovation. The purpose of this study is to narrow this gap in the research. The study, moreover, attempts to investigate the connections amid organisational culture, knowledge management, and organisational innovation.The research utilizes causality models and suggests a conceptual schema subsequent to a comprehensive analysis of the literature linked to human resource management field. A sample of 203 human resource directors working in large organisations in the Eastern Region of Saudi Arabia is used. The confirmatory factor analysis [CFA] and SEM are used to analyze and approve the proposal of the conceptual schema.

- by Jehanzeb ishaq
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- Marketing, Business Ethics, Engineering, Applied Ethics

This paper explores the nature of the relationship between corporate social responsibility (CSR) and competitiveness. We start with the commonly held view that firm competitiveness is defined by the market. That is, the question of what are the critical competitiveness factors is answered by looking at how companies and financial analysts describe and evaluate a firm. To analyze this, we review the current state of the art on the relationship between CSR and competitiveness. Second, CSR criteria used by financial analysts is identified and compared with company valuation methods. Third, the results of a multi-stakeholder dialogue on CSR and competitiveness of the European financial sector are presented. As a conclusion, we argue that CSR and competitiveness relate through a learning and innovation cycle, where corporate values, policies and practices are permanently defined and re-defined. Thus, we propose that learning takes place as CSR is embedded in business processes, and that once it has been integrated, in turn, it generates innovative practices, and finally, competitiveness. At the end of the paper, we propose that CSR in practice consists of managing inherent paradoxes generated by the tension between CSR and business policies.

- by Josep Lozano
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- Marketing, Business Ethics, Applied Ethics, Corporate Social Responsibility