Tim O’Shannassy · Journal of strategy and management · 2008
Purpose Competitive advantage is an important construct in the strategy discipline. The purpose of this paper is to explore an appropriate definition of competitive advantage, seek to identify sources of competitive advantage for firms and improve understanding of why in many industries for many firms competitive advantage is only a temporary outcome due to the influence of environmental uncertainty. Design/methodology/approach The paper undertakes a synthesis of classic and contemporary insights into competitive advantage in the literature to assist the development of several research propositions. Findings By introducing the perceived environmental uncertainty construct to discussion on the relationship between firm resources, competitive advantage and organization performance, understanding of sustained competitive advantage and temporary competitive advantage is enhanced. Research limitations/implications Through the development of the research propositions the paper helps to clarify terminology and provide several suggestions for future research. Practical implications The findings contribute to the evolution of strategic management practice by giving some insight to practitioners as to when and where firm resources may be useful by explaining these links between environmental uncertainty, firm resources, competitive advantage, and organization performance. A brief illustration of these connections in the context of BHP Billiton Limited is provided to link theory to practice. Originality/value Competitive advantage remains a poorly understood construct in the strategy literature and the subject of much discussion. This paper sets out to clarify understanding and stimulate debate in an area that is not well understood.
Cited by 103
Encyclopedia of Geography · 2010
Cited by 112
Mai, Nhat Chi · RePEc: Research Papers in Economics
In business, a competitive advantage is an attribute that allows an organization to outperform its competitors. A competitive advantage may include access to natural resources, such as high-grade ores or a low-cost power source, highly skilled labor, geographic location, high entry barriers, and access to new technology.
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Helen E. Salavou · 2024
Questioning our prescriptions for competitiveness is a global challenge for scholars and practitioners. This chapter deals with some of the critical issues in the field of competitive advantage over the period of years between 1985 and 2023. We provide an overview to show why and how organisations are reassessing their competitive advantage to respond to changing customer preferences and shifting market landscapes. The prevailing evidence strongly supports a transition from prioritising strategic purity to embracing the revised concept of hybridisation. Certainly, organisations are in a transition from focusing on a single competitive advantage to adopting more elaborate strategic repertoires. The challenge of ensuring competitiveness and sustainability will persist, encompassing organisations of all ages, sizes, sectors and countries. This book chapter delves into the valuable work conducted on suggestions for theorising the concept of competitive advantage as the ultimate manifestation of performance superiority.
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2012
Cited by 176
Lalit Manral · Encyclopedia of Management Theory · 2013
Cited by 57
Ron Baecker · Synthesis lectures on professionalism and career advancement for scientists and engineers · 2023
Cited by 93
Barney Warf · 2025
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Nixon Kamukama, Diana Susan Kyomuhangi, Richard Akisimire et al. · RePEc: Research Papers in Economics
Purpose - The purpose of this paper is to examine the mediating role of competitive advantage in the relationship between managerial competence and financial performance of commercial banks in Uganda. Design/methodology/approach - A cross-sectional survey was employed using 22 fully licensed and operational commercial banks in Uganda. Data were analyzed using descriptive statistics, zero order correlation and hierarchical regression analyses. Further, the bootstrap method was used to test the mediation effect of competitive advantage. All the analyses were performed using SPSS v21. Findings - The findings reinforce the important position of managerial competence on financial performance of commercial banks. First, managerial competence enhances firms’ competitive advantage. Second, managerial competence has an indirect effect on financial performance through competitive advantage. Overall, managerial competence and competitive advantage are strong predictors of financial performance of commercial banks. Research limitations/implications - The study employed only a single research methodological approach, therefore future research could be undertaken using a mixed approach and triangulate to compare findings. Furthermore, the findings from the present study are cross-sectional, considering the limitations there in, a longitudinal approach should be explored. Practical implications - Emphasis should be put on improving the knowledge and skills of managers so as to attain a competitive edge in the market and thus register increased profits. This will help practitioners make legitimate decisions and conclusions that can foster business growth. Originality/value - A mediation effect of competitive advantage in the relationship between managerial competence and financial performance was tested; previous studies have tended to test the direct effects.
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Jakub Gregora · Digital Repository (National Repository of Grey Literature) · 2016
This diploma thesis was based on the main theme of Competitive advantage. The theoretical part of this thesis is concerned with concepts of competition, competitiveness and competitive advantage. Next part is based on analysis of outside surroundings where are specified the main methods of analysing company surroundings. The names of the methods are PEST analysis, SWOT analysis and Porter five forces. In the last part of theoretical thesis are explained types of innovation and innovation process. The conceptual part of the diploma thesis is related to company Snag s.r.o. and its evolution in two periods. The aim of these analysis where to name the main elements with the biggest impact. In the end of the first period was made a decision about new company strategy. According to the new company strategy there was effected innovation process that created new product for selling. This innovation has had crucial market to the competitive position of the company. The implementation of the new strategy has started new periond of growing the company.
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2013
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Amos Maritan, Margaret A. Peteraf · Palgrave Macmillan UK eBooks · 2018
We define competitive advantage as the degree to which a firm creates more economic value than rival firms in a given product market, noting that economic value is the difference between the value perceived by the firm’s customers, measured by their willingness to pay, and the firm’s costs. This definition is applicable whether the advantage is sustainable (Barney, J Manag 17:99–120, 1991) or whether it is merely a temporary advantage (D’Aveni, R.A. Hypercompetition: Managing the dynamics of strategic maneuvering. New York: Free Press, 1994). As we explain, it is consistent with the resource-based view of the firm (Wernerfelt, Strat Manag J 5:171–180, 1984) and the positioning view (Porter, M.E. Competitive strategy. New York: Free Press, 1980), as well as the bargaining perspective (Brandenburger and Stuart, J Econ Manag Strat 5:5–24, 1996).
Cited by 162
Jay Kandampully, Ria Duddy · 2014
While service quality has proved an essential ingredient in convinc-ing customers to choose one organisation over another, many organisations have realised that maintaining excellence on a consistent basis is imperative if they are to gain customer loyalty. This long-term perspective has created a strong shift in orienting service strategy towards a ser-vice promise. Moreover, in the present competitive setting, if one were to understand the lifetime value of a customer, creating and maintaining long-term relation-ships with the customer and other stakeholders is paramount to an organisation’s market leadership. Relentless advances in technol-ogy have rendered products and services with ever shorter life cycles and, hence, diminished customer appeal. This paper argues that firms are required not only to improve, but to innovate products and services and antici-pate customer needs on a continu-ous basis. It is highlighted here that, in order to maintain a long-term relationship with the cus-tomer, firms need to demonstrate their ability to think for the cus-tomer, and to conceive and implement new ways to serve them better. Moreover, in order to develop and maintain customer relationships, an organisation needs the assistance and partner-ship of their respective stakehold-ers; for example, employees, suppliers and distributors. Competition constitutes the basis of a firm’s success or failure; moreover, the nature of the competition, the competitors and expec-tations of the customers will change over time. A focus on competitive advantage through anticipation, innovation and rela-tionships, however, will provide the means to sustainable and unequivocal market leadership.
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Anderson, Verl, Caldwell, Cam · CERN Document Server (European Organization for Nuclear Research) · 2017
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Basak Denizci Guillet · 2024
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A. Taroni · Nature Physics · 2015
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Lalit Manral · Encyclopedia of Management Theory · 2013
Cited by 158
Chris Jeffs · Strategic Management · 2008
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Uta Jüttner, Hans Peter Wehrli · Journal of Business and Industrial Marketing · 1994
The understanding of strategic marketing has evolved to an integrated part of market‐oriented business policy. Subsequently, marketing and management concepts have become even more closely related. Recently, the “competence‐based perspective” added an innovative approach to strategic management concepts. It suggests that competitive reality requires a new thought and action orientation in order to reach competitive advantages. Examines the role of business‐to‐business marketing within the competence‐based view of strategic management. Summarizes the main theses of the competence‐based view to provide a basis for the development of a competence‐based marketing model. Proposes a practicable framework to strategy formulation in marketing management.
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Walter Leal Filho, Anabela Marisa Azul, Luciana Brandli et al. · Encyclopedia of the UN sustainable development goals · 2020
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