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Journal articles on the topic 'And Sustained Competitive Advantage'

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Published: 3 June 2025

Last updated: 31 July 2025

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1

Barney, Jay. "Firm Resources and Sustained Competitive Advantage." Journal of Management 17, no. 1 (1991): 99–120. http://dx.doi.org/10.1177/014920639101700108.

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Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed acrossfirms and that these differences are stable over time, this article examines the link betweenfirm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability-are discussed. The model is applied by analyzing the potential of severalfirm resourcesfor

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2

Shams, S. M. Riad. "Capacity building for sustained competitive advantage: a conceptual framework." Marketing Intelligence & Planning 34, no. 5 (2016): 671–91. http://dx.doi.org/10.1108/mip-08-2015-0161.

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Purpose – Capacity building is a crucial antecedent for socio-economic development. However, an enhanced capacity that is difficult to develop could quickly be eroded, because of rapid changes in competitive forces in industries and markets. Therefore, this paper intends to analyse the extant strategic management and relationship marketing (RM) literature that deal with competition. Eventually, the purpose of this paper is to develop an alternative route for capacity building process that could sustain competitive advantage in a market or industry, which encounters rapid changes in business co

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3

Dreyer, Bent, and Kjell Grønhaug. "Uncertainty, flexibility, and sustained competitive advantage." Journal of Business Research 57, no. 5 (2004): 484–94. http://dx.doi.org/10.1016/s0148-2963(02)00315-6.

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4

Denrell, Jerker. "Random Walks and Sustained Competitive Advantage." Management Science 50, no. 7 (2004): 922–34. http://dx.doi.org/10.1287/mnsc.1030.0143.

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Rhodes, Donna H. "1.5.4 ROADMAP FOR SUSTAINED COMPETITIVE ADVANTAGE." INCOSE International Symposium 5, no. 1 (1995): 26–29. http://dx.doi.org/10.1002/j.2334-5837.1995.tb01838.x.

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6

Duschek, Stephan. "Inter-Firm Resources and Sustained Competitive Advantage." management revu 15, no. 1 (2004): 53–73. http://dx.doi.org/10.5771/0935-9915-2004-1-53.

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7

Campbell, Benjamin A., Russell Coff, and David Kryscynski. "Rethinking Sustained Competitive Advantage from Human Capital." Academy of Management Review 37, no. 3 (2012): 376–95. http://dx.doi.org/10.5465/amr.2010.0276.

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8

Garg, Adarsh, and D. P. Goyal. "Sustained business competitive advantage with data analytics." International Journal of Business and Data Analytics 1, no. 1 (2019): 4. http://dx.doi.org/10.1504/ijbda.2019.098829.

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Goyal, D. P., and Adarsh Garg. "Sustained business competitive advantage with data analytics." International Journal of Business and Data Analytics 1, no. 1 (2019): 4. http://dx.doi.org/10.1504/ijbda.2019.10020198.

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10

Agustini, Rr Rooswanti Putri Adi. "INCONSISTENCY AND AMBIGUITY IN ACHIEVING SUSTAINED COMPETITIVE ADVANTAGE." Airlangga Development Journal 9, no. 1 (2025): 90–102. https://doi.org/10.20473/adj.v9i1.72061.

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The television industry often experiences imitation. A commercial television station in the Indonesian television industry, Trans Media, experienced imitation of its program, technologies, and human resources. In the case of Trans Media, the imitation does not affect its sustained competitive advantage. It is not clear to competitors which resources generate sustained competitive advantage. Ambiguity is at the heart of this difficulty. In this study, we examine how an organization's strategies create ambiguity and achieve sustained competitive advantage in the middle of imitation efforts by co

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11

Hoffman, James, Mark Hoelscher, and Ritch Sorenson. "Achieving Sustained Competitive Advantage: A Family Capital Theory." Family Business Review 19, no. 2 (2006): 135–45. http://dx.doi.org/10.1111/j.1741-6248.2006.00065.x.

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Although it has been long asserted that family businesses hold advantages over nonfamily businesses, to date, there have been very few theories developed as to exactly why family businesses hold competitive advantages over nonfamily businesses. This article introduces the concept of family capital and proposes that family capital has potential impact on business performance. Specifically, this article suggests that family businesses with high levels of family capital possibly do hold a sustained competitive advantage over family businesses with low levels of family capital and/or nonfamily bus

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12

Rodríguez, José Carlos, Ubochioma Udo S. Osuigwe, Motshedisi Mathibe, and Elisa Calderón-Altamirano. "Sustained Competitive Advantage and Complexity: A Configurational Approach." European Conference on Research Methodology for Business and Management Studies 22, no. 1 (2023): 168–73. http://dx.doi.org/10.34190/ecrm.22.1.1760.

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In recent years, Qualitative Comparative Analysis (QCA) has emerged as a research approach to get insight into social science and business complexity. In contrast to the inferential methods that measure the net effect of an independent variable into a dependent variable, the QCA approach uncovers the necessary and sufficient conditions leading to a desired outcome. This paper discusses complexity in social science and business from the QCA perspective. In this regard, there are three streams of literature in strategic management aiming to explain how some firms outperform others: Porter´s comp

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13

Bari, Nadeem, Ranga Chimhundu, and Ka Ching Chan. "Interrelation between Sustainable Dynamic Capabilities, Corporate Sustainability, and Sustained Competitive Advantage." Sustainability 16, no. 7 (2024): 2864. http://dx.doi.org/10.3390/su16072864.

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Achieving sustained competitive advantage in the current business landscape has become an important challenge for both the service and manufacturing sectors. Based on the thematic analysis of the empirical data from expert interviews of 46 professionals from Australia and Pakistan, this study puts forward a framework to achieve sustained competitive advantage. The research employs a dynamic capability (DC) theory lens and creates a foundation for the “sustainable dynamic capabilities” concept for future research. The findings affirm that (1) sustainable dynamic capabilities lead to sustained c

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14

Barney, Jay B. "Asset Stocks and Sustained Competitive Advantage: A Comment." Management Science 35, no. 12 (1989): 1511–13. http://dx.doi.org/10.1287/mnsc.35.12.1511.

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15

Byrd, Terry A. "Information Technology, Core Competencies and Sustained Competitive Advantage." Information Resources Management Journal 14, no. 2 (2001): 27–36. http://dx.doi.org/10.4018/irmj.2001040103.

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16

WANG, Zhi-yu, Yan-lin QIU, and Shi-he GUI. "Quality Competence: a Source of Sustained Competitive Advantage." Journal of China Universities of Posts and Telecommunications 13, no. 1 (2006): 104–8. http://dx.doi.org/10.1016/s1005-8885(07)60092-2.

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17

Whitehill, Martin. "Knowledge-based strategy to deliver sustained competitive advantage." Long Range Planning 30, no. 4 (1997): 621–27. http://dx.doi.org/10.1016/s0024-6301(97)00046-0.

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18

Nilssen, Jon, Bernt Arne Bertheussen, and Bent Dreyer. "Sustained competitive advantage based on high quality input." Marine Policy 52 (February 2015): 145–54. http://dx.doi.org/10.1016/j.marpol.2014.10.011.

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19

Jugdev, Kam, and Janice Thomas. "2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage?" Project Management Journal 33, no. 4 (2002): 4–14. http://dx.doi.org/10.1177/875697280203300402.

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Project management maturity models are important assessment tools for the profession. Maturity models identify organizational strengths and weaknesses as well as provide benchmarking information. They capture explicit, codified practice (know-what), but do not include the intangible assets of project management (know-how). Some have made the claim that project management maturity models (MMs) can lead to a competitive advantage for firms. This paper uses four resource-based frameworks to assess whether or not maturity models lead to a sustained competitive advantage. In the context of the stra

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20

Muriithi, Robert, James M. Ngari, and Zoni M. Mwangi. "Technology orientation and sustained competitive advantage in star rated hotels in Kenya." University Journal 5, no. 1 (2023): 131–42. http://dx.doi.org/10.59952/tuj.v5i1.136.

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Luxury hotels face an increasingly complex environment that calls for ingenuity in sustaining competitive advantage. This paper examinesthe influence of technology orientation on sustained competitive advantage in four- and five-star hotels in Kenya. The study was anchored on the resourcebased viewdue to its support for sustained competitive advantage and internal resources inhighly competitive environments. The study followed the positivism research paradigm and applied a descriptive correlational research design. The sample comprised 283 senior managers and a five-point Likert scale question

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21

Barat, Somjit. "A new model for competitive warfare and sustained advantage." Strategic Change 17, no. 7-8 (2008): 269–80. http://dx.doi.org/10.1002/jsc.832.

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22

Kim, Daegu, and Kyusoo Ha. "A Study on the Effects of Business Performance of Core Competency and Obstacles in Small Manufacturers." Korean Career, Entrepreneurship & Business Association 7, no. 4 (2023): 65–78. http://dx.doi.org/10.48206/kceba.2023.7.4.65.

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This study analyzes the effect of core competency and obstacles of small manufacturer, Also, it analyzes how much more positive impact could be made by competitive advantage by the mediated effect. For this study, data was collected from 293 CEO by using questionnaires. The statistics analysis SPSS 24.0 and Process macro was used, it is a factor analysis, reliability test and multiple regression analysis, Process macro for hypothesis verification. The result of the study is the following. First, as a result of examining the effect of the core competency on the business performance, it was foun

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23

Fonseka, M. M., Xing Yang, and Gao-liang Tian. "Does Accessibility To Different Sources Of Financial Capital Affect Competitive Advantage And Sustained Competitive Advantages? Evidence From A Highly Regulated Chinese Market." Journal of Applied Business Research (JABR) 29, no. 4 (2013): 963. http://dx.doi.org/10.19030/jabr.v29i4.7908.

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We investigate whetheraccess to different financial capital sources offers competitive advantages inChina's highly regulated market. To identify sources and analyze financialcapital relationships that affect competitive advantages, we study 6750firm-year observations from 2000-2009. Firms gain competitive advantages whenthey can access internal and external financing in equities, bonds andequity-financed capital. Financial industry reforms benefit large private andgovernment-owned firms. Regional institutional developments help to accesssources of external financial capital. Implications inclu

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24

Hu, Meng. "Enterprise strategy and competitive advantage." International Journal of Global Economics and Management 2, no. 1 (2024): 168–75. http://dx.doi.org/10.62051/ijgem.v2n1.21.

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This paper delves into the intricate relationship between corporate strategy and competitive advantage. It elucidates the foundational theories of both concepts, explores the various influences shaping corporate strategies, and investigates the sources and drivers of sustained competitive advantage. Additionally, the study examines the issues prevalent in strategic management and underscores the importance of aligning corporate culture with strategy to foster a competitive edge. Through an analytical approach, the paper categorizes corporate strategy schools of thought by their perspective on

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25

Mwangi, Zoni M., and Veronicah K. Kaluyu. "Learning strategic orientation and sustained competitive advantage in four- and five-star hotels in Kenya." University Journal 5, no. 1 (2023): 79–92. http://dx.doi.org/10.59952/tuj.v5i1.133.

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Four- and five-star hotels face intense competition from lower-rated hotels, international chains and the more recent vacation home rentals, often threatening their competitive advantage. This study explored the influence of learning strategic orientation on sustained competitive advantage in four- and five-starhotels in Kenya.The target population was 640 senior hotel managers from 80 four-and five-star hotels and a five-point Likert scale survey instrument which was completed by 247 respondents.Data was analyzed using Structural Equation Modelling and the analysis indicated that learning str

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26

Lapersonne, Alexandre Howard Henry. "Managing Multiple Sources of Competitive Advantage in a Complex Competitive Environment." Future Studies Research Journal: Trends and Strategies 5, no. 2 (2013): 221–51. http://dx.doi.org/10.24023/futurejournal/2175-5825/2013.v5i2.120.

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The aim of this article is to review the literature on the topic of sustained and temporary competitive advantage creation, specifically in dynamic markets, and to propose further research possibilities. After having analyzed the main trends and scholars’ works on the subject, it was concluded that a firm which has been experiencing erosion of its core sources of economic rent generation, should have diversified its strategy portfolio in a search for new sources of competitive advantage, ones that could compensate for the decline of profits provoked by intensive competitive environments. This

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27

Sarkar, Ahmed Saeed, Omer Mohammed Hazhar, Amjad Muhamed Rawa, and Fayaq Othman Rezhwan. "The importance of product innovation in maintaining a competitive advantage." Mednarodno inovativno poslovanje = Journal of Innovative Business and Management 16, no. 2 (2024): 1–15. https://doi.org/10.32015/jibm.2024.16.2.4.

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Product innovation is crucial in creating and sustaining a competitive advantage for companies. Companies can differentiate themselves from competitors by constantly improving, introducing new products, and appealing to customers. The success of product innovation depends not only on how new the product is but also on its quality and Price. Therefore, the relationship between product innovation, Price, and quality is vital for creating and maintaining a competitive advantage. This study analyzes the relationship between product innovation and (price, quality) with a sustainable competitive adv

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28

Lado, Augustine A., and Michael J. Zhang. "Expert Systems, Knowledge Development and Utilization, and Sustained Competitive Advantage: A Resource-Based Model." Journal of Management 24, no. 4 (1998): 489–509. http://dx.doi.org/10.1177/014920639802400402.

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In this paper, we propose a resource-based model to explain how expert systems generate sustained competitive advantage for a firm. Speciftcally, we analyze the extent to which expert systems (ESs) exhibit the attributes of value, rareness, imperfect imitability, and non substitutability associated with a rent-generating resource (e.g., Barney, 1991). Then, we discuss how expert systems yield sustainable competitive advantage through fostering organizational knowledge development and utilization. Finally, we examine the role of ESs in engenden’ng a reciprocal, mutually enhancing relationship w

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29

Thomas, L. G. "ADJUSTMENT COSTS, THE THEORY OF INVESTMENT, AND SUSTAINED COMPETITIVE ADVANTAGE." Academy of Management Proceedings 2003, no. 1 (2003): Z1—Z6. http://dx.doi.org/10.5465/ambpp.2003.13793179.

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30

Mata, Francisco J., William L. Fuerst, and Jay B. Barney. "Information Technology and Sustained Competitive Advantage: A Resource-Based Analysis." MIS Quarterly 19, no. 4 (1995): 487. http://dx.doi.org/10.2307/249630.

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31

Kongpichayanond, Pimpimon. "Knowledge Management for Sustained Competitive Advantage in Mergers and Acquisitions." Advances in Developing Human Resources 11, no. 3 (2009): 375–87. http://dx.doi.org/10.1177/1523422309339725.

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32

Seyed Kalali, Nader, and Ali Heidari. "How was competitive advantage sustained in management consultancies during change." Journal of Organizational Change Management 29, no. 5 (2016): 661–85. http://dx.doi.org/10.1108/jocm-10-2015-0188.

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Purpose The purpose of this paper is to study the process in which dynamic capabilities renewed operational capabilities to sustain competitive advantage in management consulting firms of Iran during a period of drastic environmental changes. Design/methodology/approach Using a grounded theory building approach, comparative longitudinal case analyses were conducted in consultancies of Iran. The research was based on a deep study of documents, observations and interviews with managers and employees of 14 consulting firms. Findings It was found that during a period of environmental changes there

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33

Wright, Patrick M., Gary C. McMahan, and Abagail McWilliams. "Human resources and sustained competitive advantage: a resource-based perspective." International Journal of Human Resource Management 5, no. 2 (1994): 301–26. http://dx.doi.org/10.1080/09585199400000020.

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34

Tinoco, Janet K. "Marketing innovation: the unheralded innovation vehicle to sustained competitive advantage." International Journal of Sustainable Strategic Management 2, no. 2 (2010): 168. http://dx.doi.org/10.1504/ijssm.2010.032559.

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35

González-Loureiro, Miguel, Mercedes Vila Alonso, and Giovanni Schiuma. "Knowledge and sustained competitive advantage: How do services firms compete?" Investigaciones Europeas de Dirección y Economía de la Empresa 21, no. 2 (2015): 55–57. http://dx.doi.org/10.1016/j.iedee.2015.03.001.

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36

Al-Nsour, Jaser Abdulrazzaq. "Investigating the impact of organizational agility on the competitive advantage." Journal of Governance and Regulation 10, no. 1 (2021): 153–57. http://dx.doi.org/10.22495/jgrv10i1art14.

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The main purpose of this paper is to investigate the impact of organizational agility on the competitive advantage in Jordanian telecommunication companies. Data were collected from 460 participants through a survey questionnaire. Likert scale was used to measure the concepts of organizational agility and competitive advantage. The findings of the study indicated that organizational agility is related positively and significantly to the company’s competitive advantage. Results of the study confirmed that organizational agility is increasingly becoming a critical factor in achieving sustained c

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37

Solihin, Solihin, Harnovinsah Harnovinsah, Tugiantoro Tugiantoro, and Karsam Karsam. "Green Intellectual Capital And Sustained Competitive Advantages In The Industrial Sector Of Indonesia." Jurnal Reviu Akuntansi dan Keuangan 13, no. 1 (2023): 134–56. http://dx.doi.org/10.22219/jrak.v13i1.23865.

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Purpose: The purpose of this study is to examine the effect of Green Intellectual Capital which includes three components namely green human capital, green structural capital, and green relational capital on sustainable competitive advantage through h moderation of environmental consciousness in the manufacturing industry in Indonesia, which has been listed on the Indonesia Stock Exchange. Methodology/approach: This research is a quantitative study, the number of samples used is 216 of 316 populations of high-profile sensitive industries listed on the Indonesia Stock Exchange. The survey was c

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38

Wang, Juan, Ruijun Chen, and Shuang Zhang. "The Mediating and Moderating Effect of Organizational Resilience on Competitive Advantage: Evidence from Chinese Companies." Sustainability 14, no. 21 (2022): 13797. http://dx.doi.org/10.3390/su142113797.

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Enhancing organizational resilience is an important way for enterprises to achieve sustained competitive advantage. Based on dynamic capability theory, organizational learning theory, and resource-based theory, this study constructs a theoretical model of organizational resilience and sustained competitive advantage with organizational learning as the mediating variable and environmental dynamism as the moderating variable. This study is based on questionnaire research data from 462 Chinese companies in selected regions as the research sample for empirical testing, and the results show that or

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39

Sokhan, Inna V., and Vitalii H. Popovskyi. "Formation of Competitive Advantages as the Foundation of Strong Competitiveness of Enterprises." Business Inform 2, no. 541 (2023): 236–41. http://dx.doi.org/10.32983/2222-4459-2023-2-236-241.

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The purpose of the article is to provide a definition for the «sustainable competitive advantage», outline the different types of advantages and highlight the factors that should be considered when forming such a definition. It is identified that a sustainable competitive advantage is something that a company does better than its competitors for a long period. An advantage can be a company asset, a value, quality, or a characteristic that others find difficult to reproduce. As a result, the advantage factor allows the company to stand out in the market and rise above competitors. Presence of t

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40

Henry Ejiga Adama, Oladapo Adeboye Popoola, Chukwuekem David Okeke, and Abiodun Emmanuel Akinoso. "THEORETICAL FRAMEWORKS SUPPORTING IT AND BUSINESS STRATEGY ALIGNMENT FOR SUSTAINED COMPETITIVE ADVANTAGE." International Journal of Management & Entrepreneurship Research 6, no. 4 (2024): 1273–87. http://dx.doi.org/10.51594/ijmer.v6i4.1058.

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In today's dynamic business environment, the alignment between information technology (IT) and business strategy is critical for organizations seeking sustained competitive advantage. This paper presents a comprehensive examination of theoretical frameworks supporting this alignment, aiming to provide insights into how organizations can effectively integrate IT capabilities with strategic objectives. The theoretical foundations explored include the Resource-Based View (RBV), which emphasizes leveraging unique resources and capabilities to achieve competitive advantage. Additionally, the Dynami

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41

Tahir, Rusdin, Taufani CK, and Teguh Sandjaya. "THE POWER OF HUMAN CAPITAL TO ACHIEVE A COMPETITIVE ADVANTAGE: Survey of the Hospitality Industry in West Java (2022-2023)." Sosiohumaniora 26, no. 2 (2024): 301–14. https://doi.org/10.24198/sosiohumaniora.v26i2.58560.

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The phenomenon of heightened competition in the tourism industry, particularly in West Java, underscores the necessity for star-rated hotels to enhance their competitive advantages. This study aims to investigate the interrelationships among market orientation, human capital, service quality, and competitive advantage within the hospitality sector. Using a quantitative approach, survey research design, and explanatory research objectives, involving hotel guests in West Java. A total of 325 participants were surveyed, yielding 316 valid responses for analysis using Structural Equation Modeling

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42

Fainshmidt, Stav, Aya S. Chacar, and Yue Zhao. "Performance Persistence: A Literature Review and Insights for Sustained Competitive Advantage." Academy of Management Proceedings 2016, no. 1 (2016): 12298. http://dx.doi.org/10.5465/ambpp.2016.12298abstract.

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43

Barney, Jay B. "Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?" Academy of Management Review 11, no. 3 (1986): 656. http://dx.doi.org/10.2307/258317.

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Lado, Augustine A., and Mary C. Wilson. "Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective." Academy of Management Review 19, no. 4 (1994): 699. http://dx.doi.org/10.2307/258742.

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Barney, Jay B. "Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?" Academy of Management Review 11, no. 3 (1986): 656–65. http://dx.doi.org/10.5465/amr.1986.4306261.

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Lado, Augustine A., and Mary C. Wilson. "Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective." Academy of Management Review 19, no. 4 (1994): 699–727. http://dx.doi.org/10.5465/amr.1994.9412190216.

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47

Othman, Rohana, Roshayani Arshad, Nooraslinda Abdul Aris, and Siti Maznah Mohd Arif. "Organizational Resources and Sustained Competitive Advantage of Cooperative Organizations in Malaysia." Procedia - Social and Behavioral Sciences 170 (January 2015): 120–27. http://dx.doi.org/10.1016/j.sbspro.2015.01.021.

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48

Barton, P. S., and D. H. Peters. "The ASB Bank: an IT case study in sustained competitive advantage." Journal of Strategic Information Systems 1, no. 3 (1992): 165–70. http://dx.doi.org/10.1016/0963-8687(92)90030-z.

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49

Ngwenya, Mfanasibili. "Achieving a Sustained Competitive Advantage in the South African Telecommunications Sector." Universal Journal of Management 5, no. 6 (2017): 278–90. http://dx.doi.org/10.13189/ujm.2017.050603.

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50

Manroop, Laxmikant, Parbudyal Singh, and Souha R. Ezzedeen. "Human Resource Systems and Sustained Competitive Advantage: An Ethical Climate Perspective." Academy of Management Proceedings 2012, no. 1 (2012): 17735. http://dx.doi.org/10.5465/ambpp.2012.17735abstract.

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