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In this Special Issue, Arnett posits that marketing research and practice have not clearly articulated what constitutes a competitor and what is needed is a theoretically grounded definition. Resource-advantage theory serves as a foundation for competitor identification through the lens of market segmentation. In this commentary, I reflect on the contributions of Dr. Shelby D. Hunt and suggest how marketing researchers and practitioners may rely on R-A theory to improve market segmentation and competitor analysis. I also reflect on Dr. Hunt's influence as a researcher and mentor. [ABSTRACT FROM AUTHOR]

Given the exponentially growing rate of technological innovations, changing landscape of market competition, and evolving sources of competitive advantages, the current commentary – on the foundations of resource-based research streams and resource-advantage (R-A) theory of competition – aims to facilitate the scholarly dialogue on pursuing competitive advantages in the interactive digital marketplace. We position our commentary within the broader body of research to refine the current understanding of the relationships among resources, capabilities, and performance in the interactive digital marketplace. This assessment uncovered five research directions that we posit will shape the future of resource-based research addressing competitive advantages in the interactive digital marketplace. We close with a corresponding research agenda to guide scholars across disciplines looking to extend our understanding of organisational competitive advantage for the years to come. [ABSTRACT FROM AUTHOR]

Digital technologies challenge incumbent firms to rethink their established approaches to customer relationships. This article examines how a corporate bank reconfigured its relationship-oriented business model to benefit from digital transformation. The case analysis reveals a gradual transition toward a blended service model that first replaces, then complements, and finally augments physical with digital in increasingly complex customer interactions. While replacing and complementing human-enabled services with digital offerings are necessary steps of the digital transition, the associated competitive advantages are perceived as unlikely to endure. In contrast, augmenting human-enabled services with sophisticated digital technologies holds the potential for sustainable competitive advantage. [ABSTRACT FROM AUTHOR]

This article aims to study the factors influencing the competitive advantage and business performance of automotive parts manufacturers in Thailand, focusing on technology, lean strategy, and innovation adoption. Data was collected using questionnaires from 400 automotive parts manufacturers, and the data was analyzed using structural equation modeling (SEM). The research results indicate that technology and lean strategy positively affect competitive advantage and business performance. Competitive advantage plays a crucial role in mediating the effects of these factors on business performance. [ABSTRACT FROM AUTHOR]

This study examines the influence of organizational resources on the survival of startups in Thailand, and the mediating role of competitive advantage between the relationships of organizational resources and survival of startups in Thailand. Data were collected from a 2-level sample group of 174 executives and 522 employees. The findings emphasize the importance of the organization's resources in gaining a competitive advantage, specifically reinforcing the role of organizational creativity and psychological empowerment. Organizational resources assist startups to acquire competitive advantage and to survive even under difficult settings such as the COVID-19 pandemic. [ABSTRACT FROM AUTHOR]

Digital transformation of the downstream supply chain is not simply a matter of technology; it requires the development of specific processes, competencies, and assets. The fashion industry has experienced significant disruption due to the digitalisation of business over the past 15 years. This paper explores how firms in the fashion context respond with innovative solutions to procure and use specific resources to develop successful digital sales channels. The results of our qualitative multiple case study approach, which employs an abductive approach and is in line with resource advantage theory, enable us to identify a specific digital resource category and its four foundations: technology, competency, policies, and control. [ABSTRACT FROM AUTHOR]

The study aimed to identify the impact of Total Quality Management (TQM) on achieving competitive advantage in Al-Nahda Modern Kindergartens and Schools in Sana'a. To achieve the study objectives and test its hypotheses, the descriptive analytical method was followed. The study population consisted of employees of the schools who were (314). All of them were selected for the study by the complete census sampling method. The collected data was analyzed by SPSS, and descriptive and inferential statistical methods were conducted to process the data. The study findings revealed that there was a positive impact of all TQM dimensions on achieving competitive advantage in the schools under study. However, the impact of TQM dimensions on achieving competitive advantage varied, whereby the emphasis on the educational process was the most influential dimension, while employee participation had the least impact. Furthermore, TQM dimensions, such as top management support, continuous improvement, and customer focus did not show any impact on achieving competitive advantage. The results also indicated that the schools achieved a moderate level of competitive advantage across all dimensions and a moderate level of TQM practice across all its dimensions. The study recommended that attention should be paid to the practice of TQM dimensions, as they can positively influence the achievement of competitive advantage. More emphasis should also be on the educational process since it has the greatest impact in this regard. [ABSTRACT FROM AUTHOR]

The main objective of this study was to investigate how ambidextrous leadership contributes to competitive advantage and financial performance in Indonesia's microfinance institutions (MFIs). A secondary aim was to analyze the moderating effect of intellectual capital on the relationship between ambidextrous leadership and competitive advantage and the mediating role of competitive advantage in the indirect link between ambidextrous leadership and financial performance. Data were collected from 88 firms in the MFI sector through purposive sampling. The Moderation-Mediation (MODMED) procedure was used to assess four proposed relationships. The results indicated that ambidextrous leadership is crucial for achieving competitive advantage, with intellectual capital as a moderator in this relationship. Furthermore, competitive advantage was found to significantly explain financial performance and serve as an intermediary in the connection between ambidextrous leadership and financial performance. This study addresses the existing literature gap by examining ambidextrous leadership's influence on competitive advantage. It also introduces a fresh perspective by suggesting that intellectual capital acts as a boundary condition in the link between ambidextrous leadership and competitive advantage. The findings offer pragmatic insights for organizations, particularly MFIs in Indonesia, to enhance their competitive advantage through effective leadership and strategic management of intellectual resources. [ABSTRACT FROM AUTHOR]

Copyright of Al Bashaer Economic Journal is the property of Al Bashaer Economic Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper highlights the significance of centralising innovation within organisations to gain a competitive edge in a rapidly changing world. It emphasises the pivotal role of ISO 56002, a standardised innovation management system, in fostering innovation capacity through diffusion, certification and development. By establishing innovation standards, organisations can consistently generate successful innovations, leveraging their resources and knowledge capital. However, technology transfer faces trust and inter-organisational cooperation barriers. ISO 56002 provides comprehensive guidelines to overcome these challenges and bridge standardisation and innovation perspectives. The proposed framework integrates technology transfer with the ISO 56002 system, consisting of five phases: engagement in innovation processes, certification of technology transferors, overcoming barriers, technology transfer agreements and analysing effectiveness. ISO 56002 facilitates collaboration, resource allocation, strategic planning and adopts a customer-centric approach. This framework fills a literature gap, offering organisations a competitive advantage in technology transfer. The study explores the relationship between ISO 56002 guidelines and technology transfer, emphasising collaboration, leadership, planning, support, operation, performance evaluation and improvement. ISO 56002 aligns with various aspects of technology transfer, emphasising sustainability, connectivity and competitiveness. Implementing ISO 56002 drives organisational growth and successful technology transfer. [ABSTRACT FROM AUTHOR]

The primary argument in this paper is that employer branding, when effectively utilised as a strategic tool to cultivate and reinforce culture, serves as a pivotal mechanism for enhancing organisational agility, resilience and talent engagement. Thorough employer branding is not about the latest TikTok video on the company's social media feed to attract young talent. Successful employer branding dares to tackle the complex fabric of culture and align it with a company's vision and brand. Utilising academic insights and first-hand experience, the paper offers a holistic framework for businesses aiming to leverage employer branding to build resilient and adaptive cultures that attract and retain top-tier talent. [ABSTRACT FROM AUTHOR]

The transition towards Industry 4.0 and circular economy (CE) is increasingly important for the manufacturing sector in the emerging economy context, where culture plays an important role. This study explores how organisational culture, i.e., developmental culture, influences Industry 4.0 and CE transition to achieve a competitive advantage. The findings are based on 354 survey responses from manufacturing firms in Thailand. Structural Equation Modelling (SEM) was adopted to explore the mediation effect of Industry 4.0 and CE between developmental culture and competitive advantage and direct relationships. The developmental culture is examined as the firm's intrinsic factor in advancing Industry 4.0 and CE implementation. The direct effect of Industry 4.0 on CE adoption is analysed. The results indicate the positive influence of developmental culture on Industry 4.0 and CE transition and their positive impact on competitive advantage. This implies that firms should align their cultural characteristics with developmental culture as part of their strategic approaches towards adopting Industry 4.0 and CE principles. This study expands the literature by incorporating the influence of developmental culture to improve the understanding of the intrinsic influencing factor that leads to effective Industry 4.0 and CE implementation. [ABSTRACT FROM AUTHOR]

Purpose: The study provides an understanding of strategic planning through an assessment of its definitions, the planning process, and spells-out the outcomes as well as the associated competitive advantage from practicing strategic planning. Despite the popularity of strategic planning as a management tool, it is argued that its practice is one that is least understood. Design/methodology/approach: A review of strategic planning was conducted. The definitions identified were drawn from definitions derived from the top 10 publications with the highest citations from each of the two decades between 2001 to 2020 following a systematic Scopus search of publications with "strategic planning" in their title, and other publications identified through a Google Scholar search on "strategic planning". The most unique or differentiated definitions were identified and assessed. The identified publications were also analyzed using content analysis to gain insight from their research findings as it relates to strategic planning in general, the planning process and respective competitive advantage. Findings: The review established that there are various definitions of strategic planning, however, they are largely aligned as it relates to the formulation of strategy, the widest difference in the definitions is in the scope of the implementation activities. Originality/value: The review contributes to the body of knowledge by providing (i) an understanding of strategic planning; (ii) an assessment of the definitions of strategic planning; (iii) a proposed definition of strategic planning; (iv) provision of a theoretical framework to understand the practice of strategic planning; and (v) the positioning of strategic risk management in enabling strategic planning. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The topics of competitive advantages and competitive strategies of the enterprise in the wine sector are becoming more and more relevant these days, given the fact that most enterprises operate under conditions of high competition and minimal amount of resources. Competitive advantages and competitive strategies are precisely one of the main processes that make the enterprise profitable, successful and profitable. The main objective of the present paper is to examine the importance of competitive advantages and competitive strategies for the metallurgical enterprise. An adequate assessment of competitive advantages through Porter's Diamond Model involves analyzing the four key elements - factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry - along with the roles of government and chance. Applying this model to Bulgarian non-ferrous metallurgy, which includes industries producing metals like aluminum, copper, zinc, and lead, can help to assess the competitive position of the sector in the global and European markets. The main research methods used in the development are content analysis, comparison method, intuitive and systematic approach, analysis and synthesis method. [ABSTRACT FROM AUTHOR]

Purpose: This study analyzes the effects of cooperation on the relationship between intangible capital and competitive advantages. Design/methodology/approach: This study takes the case of an information technology company in a cooperative network environment through distribution channels and uses a quantitative approach to obtain and analyze data. Data were collected using a questionnaire and analyzed using structural equation modeling. Findings: The creation of competitive advantage for the company was facilitated by psychological capital and cooperation networks. Originality/value: Our research reveals that cooperation networks mediate the relationship between intangible capital and competitive advantage, leading to moderate competitive leverage. This finding suggests that combining these dimensions can enhance future discussions on incorporating social capital as a third-order dimension in intellectual capital. Despite the rejection of psychological capital dimensions like optimism and persistence in the model, they still indicate critical success factors, which may be used in further research. [ABSTRACT FROM AUTHOR]

The concept of the metaverse involves creating a fully immersive virtual world that allows users to interact with each other and digital objects in a way that is almost indistinguishable from reality. One of the key areas where the metaverse is expected to have an impact is retailing. Although there have been several studies on the use of the metaverse in different industries, this issue is rarely investigated in previous studies in the context of retail companies focusing on users' perceptions. This study accordingly explores the factors impacting the adoption of a metaverse in the retail industry and develops a new model based on the Resource-Based View (RBV) theory. In addition, the relationship between the usage intention of the metaverse and product innovation, and the relationship between product innovation and sustainable competitive advantage are investigated. Furthermore, as sustainability is a critical issue in the adoption of innovation by industries, this study aims to further investigate whether sustainability commitment will strengthen the impact of attitude toward metaverse on the intention to use. The data was collected from retail companies in Malaysia and analyzed to evaluate the proposed research model. The outcomes of this research indicated that there is a positive impact of product innovation on sustainable competitive advantage through the adoption of a metaverse in retail companies. In addition, our findings stressed that the intention to use metaverse will lead to product innovation in retail companies. Furthermore, the results revealed that sustainability commitment does not moderate the relationship between attitude toward the metaverse and intention to use, but impacts the usage intention of the metaverse directly. [ABSTRACT FROM AUTHOR]

This study aims to determine whether the efficiency of intellectual capital (IC) contributes to financial performance in the group of companies with sustained competitive advantage (SCA) and non-sustained competitive advantage (UCA). This study also conducted a comparison between the value creation and efficiency of IC as well as the achievement of financial performance between companies in the SCA group and UCA as stated in the resource-based theory (RBT). The sample used in this research is manufacturing companies listed on the JASICA version of the Indonesia Stock Exchange during 2018-2020 with a total of 96 companies. The results showed that there was a significant effect of IC which was proxied by the VAICTM (Value Added Intellectual Coefficient) on the SCA and UCA groups of companies tested. The results of this study also indicate that there are significant differences in financial performance as measured by ROE and IC differences in the SCA and UCA groups of companies. Likewise, there are significant differences for each IC component (HCE, SCE, CEE, ICE) in the SCA and UCA groups of companies. The results of this study support the consistency of a resource-based theory which states that companies that can maintain their competitive advantage can create added value for stakeholders and manage their strategic assets which are VRIN (Valuable, Rare, Inimitable, and Non-substitutable) efficiently and are able to maximize finance performance. [ABSTRACT FROM AUTHOR]

BACKGROUND: Ensuring medical quality and safety is the perpetual focus of healthcare management. Hospitals must prioritize quality management for sustainable growth. However, the complexity of quality management in hospitals, coupled with evolving practices, presents challenges. Achieving the integration of economic, environmental, and social benefits for high-quality development remains difficult. While quality management practices are acknowledged as strategic tools, their impact on job satisfaction, competitive advantage, and sustainable performance is not yet fully understood. OBJECTIVE: The objective of this research was to empirically demonstrate the relationship between quality management practices, job satisfaction, competitive advantage, and sustainable performance. METHODS: The study uses a quantitative research method. A questionnaire survey was conducted in Guangxi, China, among 171 quality management executives in secondary and tertiary hospitals, and the proposed research model was validated using PLS-SEM. RESULTS: The results showed that quality management practices have positive direct and indirect effects on sustainable performance, confirming the partial mediating role of job satisfaction, and competitive advantage in the relationship between quality management practices and sustainable performance. CONCLUSIONS: This study addresses a gap in quality management literature by exploring the relationship between quality management practices, job satisfaction, competitive advantage, and sustainable performance. Findings reveal that higher implementation of quality management practices correlates with increased job satisfaction, stronger competitive advantage, and enhanced sustainable performance in hospitals. These results suggest that implementing quality management practices can boost job satisfaction, enhance competitive advantage, and promote sustainable performance, offering valuable insights for hospital leaders. [ABSTRACT FROM AUTHOR]

This study explores the intricate relationships between entrepreneurial orientation (EO), digital orientation (DO), strategic agility (SA), and competitive advantage (CA) in Saudi firms. We investigate whether strategic agility serves as the missing link in these relationships. We examine direct and indirect effects among these constructs using structural equation modeling on data collected from 307 Saudi firms. The results confirm the direct positive links between EO and SA with CA. However, the findings also reveal a surprising result—there is no direct link between DO and CA. At the same time, both DO and EO exerted significant positive influences on SA. This study emphasizes the mediating role of SA. We find that SA partially mediates the relationship between EO and CA, underlining the importance of EO while pointing out the additional value given to this relationship by SA. Additionally, SA fully mediates the relationship between DO and CA, suggesting that firms must develop SA to translate their digital capabilities into CA. These results contribute to the strategic management literature by explaining the interplay between strategic orientations, agility, and competitive advantage in the Saudi context. They also provide practical implications for managers seeking to enhance the competitiveness of their firms during this digital age by showing that investing in SA in conjunction with entrepreneurial and digital resources is of paramount importance. [ABSTRACT FROM AUTHOR]

Grounding in the nexus of the relational capital theory and dynamic ambidexterity view, this study examines the effect of supplier collaboration on supply chain capabilities including flexibility and risk management using a sample of 195 manufacturers in China. It also assesses the antecedent role of the supply chain capabilities in building supply chain resilience and its resulting competitive advantage. This study employs path analyses using data collected from manufacturers. The findings of this study indicate the significant role of relational capital gained from supplier collaboration in building supply chain capabilities of flexibility and risk management capabilities, which are shown to lead to supply chain resilience. Competitive advantage also results from enhanced supply chain resilience. This study provides an integrated view of relational capital and ambidexterity for vulnerability mitigation and capabilities improvement, which offers implications to supply chain practitioners that maintaining a dynamic ambidexterity is critical to bolster supply chain resilience in the time of unexpected disruptive incidents. [ABSTRACT FROM AUTHOR]

Purpose: Small and medium-sized enterprises (SMEs) are a major source of employment and revenue growth in developing nations like India, but they also face challenges from resource shortages, shifting consumer demand and heightened competition. This research aims to discover the aspects that enhance SMEs' competitiveness and performance. Design/methodology/approach: By analyzing literature and consulting experts, 10 factors that boost a firm's competitiveness were identified. The total interpretive structural modeling (TISM) method was then used to determine their interaction and structural hierarchy. Neutrosophic-MICMAC analysis was employed to assess the driving-dependence power of each factor. Findings: The study discovered that the factor, namely "entrepreneurial orientation," was found to be a significant one. "Manufacturing strategy" was found to be extremely dependent on the remaining competitive advantage factors. Research limitations/implications: This SME-focused framework can be adopted by large businesses to enhance organizational performance by focusing on critical factors. The study depends on experts' judgment, which might be biased. Findings will assist SMEs in identifying significant factors influencing competitive advantage and relationships, increasing awareness of factors contributing to competitive edge. Practical implications: The results of the research may encourage SME sector managers and practitioners to prioritize the factors that contribute to a firm's competitive advantage. Originality/value: The majority of research on SME competitive advantage focuses on individual aspects. To add to the body of knowledge on the subject, this study applies the TISM technique to Indian SMEs to identify the contextual interactions among factors that increase long-term competitiveness. [ABSTRACT FROM AUTHOR]

The world is entering an era of net zero carbon emissions, and companies are under pressure from their stakeholders to be environmentally friendly or green. While companies must engage in greener operations, they also need to juggle their financial performance. Companies need guides on allocating their limited resources to embed green practices and achieve competitive advantage. Academic studies, thus far, have overlooked this. This study aims to fill the gap by studying companies' green value chain profiles with different competitive advantage attainments. The 207 companies that responded to the survey are classified into four clusters based on their level of competitive advantage: no competitive advantage (cluster 1), only efficiency advantage (cluster 2), only value advantage (cluster 3), and both efficiency and value advantage (cluster 4). The results of variance analysis showed significant differences in eight out of nine value chain activities across the clusters, except green marketing and sales. Companies with competitive advantages demonstrate greater commitment to green activities, especially those from the value advantage-only and both competitive advantage groups. Between them, they embed green initiatives in different value chain activities. Interestingly, green marketing and sales is the only activity with no significant difference among the four clusters of companies, yet they committed the highest green initiatives to this activity. While this study reaffirms the positive impact of companies' commitment to green initiatives on achieving competitive advantage, companies need to carefully strategize their level of commitment to green initiatives based on the competitive advantage they pursue. Plain Language Summary: Cutting carbon pollution and going green are two big trends that have been seen. Customers are putting more and more pressure on businesses to care about the environment. But businesses find it hard to match the need to make money with the rising cost of being green. How can businesses use their resources wisely and stay ahead of the competition? What kind of plan should they make? The point of this study is to find out how green different businesses are. The study looked at 207 companies and how well they can set themselves apart from rivals. We looked at how efficient a company is by looking at its 9 green operations functions: inbound logistics, outbound logistics, operations, service, infrastructure, human resources, sales and marketing, technology development, procurement, and inbound logistics. These functions can be broken down into 4 groups. Each group is unique in that it does certain tasks better than the others and has a different amount of green efficiency that lets it compete. The result shows that all functions except marketing and sales give the company an edge over its competitors in some way. Green actions are more likely to be done by companies that have a competitive advantage, especially those in the value advantage-only and both competitive advantage groups. [ABSTRACT FROM AUTHOR]

This study examines the integration of Porter's Five Forces, the Resource-Based View (RBV), and Dynamic Capabilities frameworks as a comprehensive approach for establishing and maintaining competitive advantage in today's complex business environment. The paper presents real-world examples, including Amazon and Tesla, to demonstrate the practical application and potential challenges of implementing these integrated strategies. These case studies illustrate how successful companies leverage a multifaceted understanding of their competitive landscape, internal strengths, and resource capabilities to outperform rivals and adapt to changing market conditions. By synthesizing these three frameworks, organizations can develop a more nuanced and holistic view of their strategic position. Porter's Five Forces provides insight into industry structure and competitive dynamics, while the RBV focuses on identifying and leveraging unique internal resources. The Dynamic Capabilities perspective adds a crucial temporal dimension, emphasizing the importance of adapting and reconfiguring resources in response to environmental changes. This integrated approach enables companies to establish and sustain their competitive advantage over time, leading to long-term organizational success. The study further explores the implications of this integrated framework for overcoming resistance to strategic changes within organizations. By providing a comprehensive understanding of external and internal factors influencing competitiveness, this approach can facilitate more effective strategic decision-making and implementation, ultimately contributing to long-term organizational success in a dynamic business. [ABSTRACT FROM AUTHOR]

This study aims to analyze the effect of Procurement Digitalization Capability, Collaborative Supply Chain Management, Operational Capability through Competitive Advantage on Sustainable Business Performance at Geothermal Energy Company Partners. The method used in this research is quantitative method, where this research uses surveys and questionnaires distributed to vendors or partners of the Geothermal Energy Company as the object of research. The research sample was selected using purposive sampling with the acquisition of 115 respondents. This study uses data testing methods using validity and reliability tests on each variable studied. While the data analysis method used in this research is the Structural Equation Model (SEM) with AMOS software. The results showed that the direct relationship between the Procurement Digitalization Capability variable had a positive effect on Competitive Advantage. Collaborative Supply Chain Management variables have no positive effect on Competitive Advantage. While Operational Capability has a positive effect on Competitive Advantage and finally Competitive Advantage has a significant positive effect on Sustainable Business Performance. Based on the results of this study, it is recommended for further research to be able to develop research in different industries and with a broader scope. [ABSTRACT FROM AUTHOR]

Crafting an effective strategy is critical for startups striving to build a competitive edge, adapt to uncertainty, and scale in fast-changing markets. This article examines essential frameworks and approaches designed to address the unique challenges and opportunities that early-stage companies encounter, in the Romanian environment, precisely in Gorj County. By focusing on quality management and on foundational elements such as market positioning, value proposition, resource allocation, and responsiveness to change, it offers practical insights to help startup teams develop resilient, flexible strategies. Emphasizing the need to balance a visionary outlook with adaptable, short-term tactics, this article highlights the value of data-driven decisions and an innovation-centered culture. A business has to find its strategic roadmap to align their goals with feasible, scalable plans that foster growth, optimize resources, and challenge risks in uncertain market environments. The article further emphasizes the importance of balancing long-term vision with short-term flexibility, fostering a culture of innovation and continuous learning and skills improvement, collaterally with local and European funds attracting. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study investigates the complex interplay between intellectual capital, competitive advantage, and audit quality within the context of auditing firms operating in China. Drawing upon a sample of auditing firms, data was collected and analyzed to examine the relationships between various components of intellectual capital (including structural capital, human capital, relational capital, and spiritual capital), competitive advantage, and audit quality. The study employs structural equation modeling to test the hypothesized relationships and assess the mediating role of competitive advantage. Findings indicate a positive association between intellectual capital components and competitive advantage, with structural capital and relational capital demonstrating particularly strong impacts. Furthermore, competitive advantage serves as a significant mediator in the relationship between intellectual capital and audit quality, highlighting the critical role of strategic resource management in enhancing audit quality outcomes. By investing in the development of intellectual capital resources, such as organizational structures, human expertise, and external relationships, auditing firms can not only strengthen their competitive position but also improve the quality and effectiveness of their audit services. [ABSTRACT FROM AUTHOR]

Purpose: This study examines the link between the knowledge creation process, ambidextrous innovation, and competitive advantage. Further, this study also tested the moderating role of organizational agility on the relationship between the knowledge creation process and ambidextrous innovation. Design/methodology/approach: The empirical study's data were collected by surveying 306 respondents employed in 140 Pakistani Small and Medium Enterprises (SMEs). The questionnaire was designed according to the study's requirements and was based on theoretical knowledge and findings from previous research on the knowledge-creation process, ambidextrous innovation, and competitive advantage. All hypotheses were tested using a structured regression method. Findings: The study indicates that the knowledge creation process significantly impacts a firm's competitive advantage. Additionally, this study demonstrates that ambidextrous innovation can moderate the relationship between the knowledge-creation process and competitive advantage. Research limitations/implications: Future studies should examine mediating factors, such as organizational culture, leadership style, and industry characteristics, as well as moderating variables, such as environmental turbulence. Practical implications: This study guides SME leaders on the importance of knowledge creation and ambidextrous innovation in achieving operational success and gaining a competitive advantage. Originality/value: This study explores how the knowledge creation process directly and indirectly, enhances organizational capacity for competitive advantage through the mediating roles of ambidextrous innovation and the moderating role of organizational agility. [ABSTRACT FROM AUTHOR]

Purpose: This study seeks to investigate the various dimensions contributing to the sustainable competitive advantage of the Saudi eHealthcare system. Methods: A cross-sectional survey design was adopted in this study. Eleven factors were identified that may affect the sustainable competitive advantage, which were embedded in to the survey questionnaire. Participants included diverse healthcare workers (physicians, specialist physicians, nurses, managers) from Saudi public hospitals. A total of 382 healthcare workers participated in the study. Results: User experience and accessibility emerged as the most significant factor with a high mean of 4.04 ± 0.69, followed by innovation and continuous improvement (mean 3.8 ± 0.89) and AI adoption (mean 3.91 ± 0.82). Notably, a statistically significant difference is observed in the domain of Data Security and Privacy (p = 0.0448), with specialist physicians exhibiting a lower mean score (2.44 ± 0.86) compared to other roles. Conclusion: The need to strengthen overall competitiveness is emphasized by identified areas for improvement, including data security, interoperability, and integration, which highlight the necessity for specific initiatives. [ABSTRACT FROM AUTHOR]

The operations management community has recognized operational excellence as a contemporary arena comprising a full spectrum of research paradigms. However, there is a dearth of theoretical development aimed at understanding and unpacking operational excellence and its strategic implications for competitiveness. Much of the existing research focuses on siloed operational improvement practices rather than on inherent capabilities. In this paper, we conceptualize operational excellence from a capabilities perspective. We derive our findings from within‐ and cross‐case analyses based on data gathered from four global banks with varying competitive positions. We posit the microfoundations of operational excellence in services by demonstrating how the cumulative aggregation of constituent capabilities leads to higher competitiveness in firms. We enhance the external validity of the emergent theory by showing its applicability in another service setting (healthcare). Our study demonstrates the importance of shifting managerial thinking from individual operational improvement practices to long‐term capability building through the microfoundations of operational excellence. Highlights: Service firms implement operational improvement practices to enhance their competitiveness, but only a few firms succeed.Individual operational improvement practices are insufficient for a service firm to gain a competitive advantage when almost all its competitors adopt the same or similar operational improvement practices.We propose a capabilities perspective that unveils five microfoundations—four constituent capabilities (Discover, Improve, Align, Transform) and the cumulative sand‐cone structure—that redefine the trajectory from short‐term operational enhancements to enduring capability development, thus reshaping the discourse on operational excellence. [ABSTRACT FROM AUTHOR]

Human Resource Management (HRM) is a complex and dynamic field, influenced by a range of theories and conceptual approaches that provide diverse perspectives on how organisations can manage their human capital to gain competitive advantage. Among these theories are systems theory, human capital theory, industrial relations theory, behavioural theory, and institutional theory. This article aims to explore these fundamental theories, highlighting their contribution to the development of modern human resource management practices. [ABSTRACT FROM AUTHOR]

The fashion industry continues to experience rapid development, providing great business opportunities, especially in the shoe sector. The Compass company as one of the local shoe manufacturers in Indonesia faces intense competition, which requires them to continue to innovate and improve product quality in order to achieve competitive advantage. This study aims to determine the effect of innovation and product quality on the competitive advantage of Compass products. The research method used is quantitative method with descriptive-causality research type. Sampling was carried out using non-probability sampling technique saturated sampling type with 100 respondents. Data were analyzed using multiple linear regression analysis. The results showed that product innovation has a significant effect on competitive advantage with a t value of 5.512> t table 1.988, and product quality also has a significant effect on competitive advantage with a t value of 4.510> t table 1.988. Simultaneously, product innovation and product quality have an effect of 60.6% on competitive advantage, while 39.4% is influenced by other variables outside this study. The conclusion of this study is that product innovation and quality play an important role in creating a competitive advantage for Compass products. [ABSTRACT FROM AUTHOR]

In the era of Industry 4.0, where disruption and uncertainty reign, the strategic adoption of business analytics emerges as a vital force in driving competitive advantage through value creation. This study investigates the pivotal role of business analytics adoption in fostering value creation to achieve a sustainable edge in Industry 4.0. By analyzing data from 237 E-commerce firms operating in fiercely competitive markets, the research explores the strategic imperatives for maximizing the utilization of data and information assets. It highlights the importance of integrating business analytics into organizational processes and fostering collaboration and dynamic capability to optimize decision-making and spur innovation. The findings underscore the necessity for firms to develop competencies in leveraging data-driven insights for competitive advantage. Moreover, this study contributes to bridging gaps in both Resource-Based Theory and dynamic capability literature, offering insights into practical actions for navigating the complexities of Industry 4.0. Ultimately, the research provides a comprehensive framework for understanding and implementing business analytics adoption as a strategic imperative for organizational success in the digital era, with implications for enhancing competitive advantage and driving sustained growth. [ABSTRACT FROM AUTHOR]

Since gang violence typically occurs within racial and ethnic communities, gangs observed to launch counter-normative, inter-racial attacks draw attention to the variable social processes that may underpin conflict relations. Controlling for other factors previously found to influence the structure of gang-on-gang conflict, this study investigated whether gangs launching inter-racial attacks were placing themselves in a strategic position that may offer networked advantages for criminal enterprise. Examining the conflict patterns of 136 criminal street gangs operating in the City of Los Angeles we observed structural characteristics akin to what is observed among successful organizations interlinked by competitive business relations. MR-QAP nodal regression models suggest that gang violence reflects structurally efficient attack patterns. Sensitivity analysis confirmed the robustness of our main results. We conclude that inter-racial patterns of street gang violence may reflect a subset of violence associated with competitive processes that advance criminal enterprise. [ABSTRACT FROM AUTHOR]

Purpose: Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field. Design/methodology/approach: Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM. Findings: The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM. Research limitations/implications: This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs. Practical implications: The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries. Originality/value: This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline. [ABSTRACT FROM AUTHOR]

This study aims to determine the mediating effect of competitive advantage in the relationship of entrepreneurial orientation to business performance. The research method used in this research is quantitative research method with associative descriptive approach. The sample technique used was saturated sample by distributing questionnaires to 100 skincare and cosmetic stores in Sukabumi and the data analysis technique was Structural Equation Modeling (SEM) with the help of PLS software. The results of this study indicate that Skincare and Cosmetic Stores in Sukabumi have succeeded in building entrepreneurial orientation, competitive advantage and good business performance in Skincare and Cosmetic Stores in Sukabumi. Entrepreneurial orientation has a direct and significant effect on competitive advantage, competitive advantage has a direct and significant effect on business performance and excellence mediates effectively in the leadership relationship of entrepreneurial orientation to business performance. The direct relationship effect of entrepreneurial orientation on business performance is smaller than the indirect effect. Thus, it can be concluded that competitive advantage acts as a mediating relationship between entrepreneurial orientation and business performance. [ABSTRACT FROM AUTHOR]

This study aims to examine the influence of competitive advantage, entrepreneurial orientation, and product innovation on the business success of snack food MSMEs in Sukabumi City. The phenomenon observed is the importance of innovation and competitive advantage in facing intense business competition. The problem identified is that it is unclear how much each of these factors contributes to the success of MSME businesses. This study used quantitative method with descriptive approach and associative analysis. Data were collected through questionnaires distributed to 67 snack food MSMEs in Sukabumi City. Validity and reliability of the instruments were tested using SPSS, and multiple linear regression analysis was used to test the research hypotheses. The results showed that competitive advantage had a positive and significant influence on business success with a significance value of 0.022. In contrast, entrepreneurial orientation and product innovation do not have a significant influence on business success, with a significance value of 0.118 and 0.695, respectively. It is concluded that competitive advantage is a key factor in determining business success of snack food MSMEs in Sukabumi, while entrepreneurial orientation and product innovation have no significant influence. Therefore, it is recommended that MSMEs in Sukabumi should focus more on developing competitive advantage to achieve better business success. [ABSTRACT FROM AUTHOR]

The development of the traditional food industry has intensified competition among MSMEs. This study aims to analyze the effect of market orientation and product innovation on competitive advantage in traditional food MSMEs in Sukabumi City. The research method uses a causal descriptive quantitative approach with a sample of 128 traditional food MSMEs. Data were collected through questionnaires, interviews, literature study, and documentation. Data analysis used multiple linear regression. The results showed that market orientation had no significant effect on competitive advantage, while product innovation had a positive and significant effect on competitive advantage. Simultaneously, market orientation and product innovation have a significant effect on competitive advantage with a contribution of 15%. This finding indicates that traditional food MSMEs in Sukabumi City need to focus more on product innovation to improve their competitive advantage. This study provides insights for MSME players and related stakeholders in developing strategies to improve the competitiveness of traditional food MSMEs in an increasingly competitive era. [ABSTRACT FROM AUTHOR]

This research explains how unexpected and uncontrollable chance events can facilitate or constrain competitive advantage in sport, through a study of Iran in five weight division-specific sports (i.e. weightlifting, wrestling, taekwondo, judo and boxing). The analysis relied on data collected from 25 semi-structured interviews. The study identifies six types of chance events impacting elite sport – economic crises, sport-specific crises, diplomatic tensions with foreign countries, political decisions by foreign governments, technological discontinuities, and new policies and rules of international governing bodies. The contributions of this paper to the literature reside in the identification of crises as a major type of chance events and the discovery of some chance events specific to elite sport. [ABSTRACT FROM AUTHOR]

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Copyright of International Journal of Professional Business Review (JPBReview) is the property of Open Access Publications LLC and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This research aims to investigate how organisational and contextual factors affect supply chain collaboration and how that, in turn, influences firms' competitive advantage in the garment industry in the context of Vietnam, a developing country. Design/methodology/approach: Following a qualitative research design, in-depth interviews were conducted with senior managers who are involved in supply chain collaboration in twelve garment companies in Vietnam. The data were recorded, transcribed and analysed using NVivo 12. Based on the literature and interview findings, a research model underpinned by the relational view (RV) and institutional theories, with organisational and contextual factors being the antecedents and competitive advantage as the outcome of supply chain collaboration, was proposed. Findings: The findings showed that organisational and contextual factors induce both internal, supplier and customer supply chain collaboration. There is also a positive relationship between supply chain collaboration and competitive advantage. Based on these findings, a strategy matrix for supply chain collaboration is also put forward. Originality/value: This is one of the first empirical attempts to investigate the role of organisational and contextual factors as potential antecedents of supply chain collaboration and its effects on competitive advantage in the garment industry. The research is expected to enrich both the literature and management practices on supply chain collaboration in the context of developing countries. [ABSTRACT FROM AUTHOR]

Copyright of Bouhouth is the property of London Research & Consulting Center and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This study aims to analyse the way the internal resources and their attributes contribute to the competitive advantages in an intensive organisation in knowledge of the pharmaceutical industry in an emerging market. Design/methodology/approach: This is a qualitative case study focused where the NVivo software was used for information analysis and thematic analysis. Findings: The outcomes showed that from the VRIO framework (value, rarity, imitability and organisation), the plant and equipment and the technical knowledge of its workers are the resources that, due to their attributes, especially the rare, those that grant an advantage competitive position compared to other companies in its sector. Those findings highlight that the resource-based view (RBV) is a good approximation to explain the construction of competitive advantage (CA) and, in addition, the relevance of rare attribute in pharmaceutical companies was confirmed. Practical implications: The study points out empirical evidence on the relevancy of RBV, from the VRIO framework and the competitive profile matrix (CPM) for the analysis of the management of organisations from the emerging market (economy) perspective. The study also provides competitive advantage analysis tools with which managers can identify strategic resources for their companies. Originality/value: The VRIO framework and CPM were integrated in the study to analyse the role of internal resources and their attributes in achieving CAs. This integration is the first time that it has been carried out in companies in the context of an emerging market. [ABSTRACT FROM AUTHOR]

Objective: The aim of the article is to examine the interplay among dynamic capabilities, digitalization, and competitive advantage, with a specific focus on exploring the mediating influence of digitalization in the relationship between dynamic capabilities and competitive advantage among small and medium-sized enterprises (SMEs) in the Indonesian context. Research Design & Methods: We utilized a survey method for the collection of primary data. The respondents were SME founders in the provinces of Central Java and North Kalimantan, Indonesia, with a minimum of one year of business engagement. Moreover, we utilized Partial Least Squares Structural Equation Modelling (PLSSEM) analysis on 230 collected responses to examine the proposed hypotheses on the relationships among dynamic capabilities, digitalization, and competitive advantage. Findings: We found that dynamic capabilities, except for coordinating capability, positively influence the implementation of digitalization. This highlights the role of these capabilities in utilizing digital technologies effectively. The study also revealed a positive relationship between digitalization and SME competitive advantage. Furthermore, the study showed the significant role of digitalization in mediating the associations between sensing capability, learning capability, integrating capability, and competitive advantage. These findings underscore the importance of developing dynamic capabilities to facilitate digitalization for enhancing competitive advantage in the digital era. Implications & Recommendations: The study's implications for SMEs seeking to enhance competitive advantage through digitalization include the importance of improving sensing capability for market understanding, cultivating a learning culture for employee tech updates, and strengthening integrating capability by seamlessly incorporating digital technology into existing processes and functions. Contribution & Value Added: While many studies have concentrated on evaluating the direct impact of dynamic capabilities on firm competitive advantage or exploring different mediating factors, this research explored the indirect effects of SME's dynamic capabilities on competitive advantage, delving into digitalization's mediating role. [ABSTRACT FROM AUTHOR]

Purpose. To evaluate competitive advantages of IT system integrators in Ukraine. To investigate the influence of industry factors on the formation of competitive advantages using cases of the mining and fuel & energy industries. Methodology. The empirical basis of the study was presented by performance indicators of the leading system integrator companies of Ukraine. The methodological basis of the research was the scoring method using weight coefficients and the graphic method of creating a radial diagram of competitive advantages. During the research, the following methods were used: analysis and synthesis (to study the components of competitive advantages and to form integral indicators), induction and deduction (to form market trends and to identify enterprise strategies), classification (to form indicators that determine competitive advantages). Findings. In the process of research, a model of competitive advantages for system integrator companies was formed. A methodology was developed and an assessment of competitive advantages of the leading system integrators of IT industry of Ukraine was carried out. A radial diagram of competitive advantages was created. It allows performing a comparative analysis of the factors of company competitive advantages with the aim to form a development strategy to improve the competitive position of the company in the market. Features of influence of the industry factors on the formation of competitive advantages of system integrators were considered and this influence was evaluated using cases of the mining and fuel & energy industries. Originality. A model and methodology for assessing competitive advantages for system integrator companies in IT industry were proposed; the main factors of competitive advantages for system integrators have been identified. The necessity of taking industry factors into account when assessing the competitive advantages of these enterprises has been proposed and confirmed by the research results. Practical value. The applied value of the research lies in the possibility of applying the developed model and methodology to assess the competitive advantages of system integrators. The results of such an assessment can be used by system integrators to develop a competitive strategy and improve their competitive positions in the market. Customers (including enterprises in the mining and fuel & energy industries) can use evaluation elements when conducting procurement (tender) procedures for selection of contractors for the implementation of system integration projects. Also, the results of the study can be used for the analysis of the system integration market. [ABSTRACT FROM AUTHOR]

Based on contingency theory, resource-based view theory, and confusion theory, this research paper expresses new insights into various strategic and managerial theories that call for adaptation to environmental changes, especially during uncertain times. Further, it expands our understanding of organizational agility as a moderating role in the relationship between environmental uncertainty and organizational outcomes within the hospitality context. The data were obtained from top-level managers in five-star chained Egyptian hotels. The findings indicated that environmental uncertainty has a considerable detrimental effect on organizational creativity and competitive advantage. Additionally, the negative relationship between organizational outcomes and environmental uncertainty is significantly moderated by organizational agility. The study’s results have several theoretical and practical implications for the hotel industry. [ABSTRACT FROM AUTHOR]

Getting the right items to the right place at the right time under the appropriate conditions is the goal of logistics, which will benefit the business. Businesses took a while to understand how crucial logistics were to gaining a competitive edge over rivals. The research was conducted in nickel processing companies in the eastern part of Indonesia, specifically in Sulawesi, involving 2 (two) companies in the Konawe region, Southeast Sulawesi, and 1 (one) company in the North Morowali region, Central Sulawesi which have obtained bonded zone facilities from Customs. The research involves 100 respondents, consisting of employees and managers responsible for the supply chain and directly involved in logistic activities. The type of research is quantitative with a survey approach. Data is collected through instruments in the form of statement sheets with a Likert scale model that has been tested. Data analysis was carried out using multiple regression using SmartPLS. The results of the analysis show: (1) Customs and Excise have a significant positive effect on competitive advantage; (2) Infrastructure has a significant positive effect on competitive advantage; (3) International shipping has a significant positive effect on competitive advantage; (4) Service Quality has a significant positive effect on competitive advantage; (5) Search Tracking has a significant positive effect on competitive advantage; (6) Timeliness has a significant positive effect on competitive advantage. Several recommendations and policy implications were also presented. [ABSTRACT FROM AUTHOR]