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Journal articles on the topic 'Competition Advantage'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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1

Dereli, Deniz Dilara. "Technology management in global competition and competitive advantage." Pressacademia 4, no. 1 (June 30, 2017): 313–18. http://dx.doi.org/10.17261/pressacademia.2017.549.

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2

Dereli, Deniz Dilara. "Innovation Management in Global Competition and Competitive Advantage." Procedia - Social and Behavioral Sciences 195 (July 2015): 1365–70. http://dx.doi.org/10.1016/j.sbspro.2015.06.323.

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3

König, Pascal D. "The Role of Competitive Advantage in Party Competition." Politics & Policy 45, no. 1 (February 2017): 51–82. http://dx.doi.org/10.1111/polp.12191.

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4

Malachowski, Alan. "FOCUS: Ethics in Competition Morality and Competitive Advantage." Business Ethics: A European Review 4, no. 4 (October 1995): 199–201. http://dx.doi.org/10.1111/j.1467-8608.1995.tb00115.x.

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5

Zhao, Jie, Xin Xu, and Yun Long Ding. "Dynamic Mechanical System Analysis-Empirical Research of Wooden Window Enterprise." Advanced Materials Research 694-697 (May 2013): 11–16. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.11.

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Competitive advantage is influenced by dual mechanical system: endogenous system and exogenous competitive system. Compared with uncontrollable exogenous competitive elements, endogenous competitive elements exerting structural competitive advantage is of vital importance for companies to battle against disadvantages and achieve competitive advantaged independently. Endogenous competitive elements comprise: firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influences firm decisions; at the organizational level, dynamic capabilities create core competence of a corporation; at the practice level, complementary assets erect barriers to competitors. This study empirically analyzed Firm Sayyas, a leading firm in wooden windows industry having encountered countless structural changes of competitive elements, to uncover how SMEs can achieve competitive advantage. The empirical analysis shows that, cultivating endogenous competitive elements based on “firm culture, dynamic capabilities, and complementary assets” in the dynamic competition is an effective way to maintain SMEs’ competitive advantages.
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Halaburda, Hanna, and Yaron Yehezkel. "Focality advantage in platform competition." Journal of Economics & Management Strategy 28, no. 1 (January 2019): 49–59. http://dx.doi.org/10.1111/jems.12308.

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7

Murphy, Dale D. "Interjurisdictional Competition and Regulatory Advantage." Journal of International Economic Law 8, no. 4 (November 15, 2005): 891–920. http://dx.doi.org/10.1093/jiel/jgi050.

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Boscheck, Ralf. "Technology competition and regulatory advantage." Intereconomics 45, no. 6 (November 2010): 372–77. http://dx.doi.org/10.1007/s10272-010-0358-z.

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van Egeraat, Chris. "Competition, Competitive Advantage, and Clusters: The Ideas of Michael Porter." Regional Studies 46, no. 2 (February 2012): 276–77. http://dx.doi.org/10.1080/00343404.2012.657935.

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Rizqi, Firdaus Aditya, and Wahyu Nugroho. "Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage." Arthavidya Jurnal Ilmiah Ekonomi 22, no. 1 (March 31, 2020): 121–30. http://dx.doi.org/10.37303/a.v22i1.155.

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Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that will invest in the same field which causes competition among the cement industry players to increase. Facing this development, every company is required to be able to develop and evaluate competitiveness by utilizing existing resources to maintain a sustainable competitive advantage in industrial competition. One way to analyze a company's sustainable competitive advantage is to conduct a resource-based view analysis using the VRIO framework. The purpose of conducting a resource based view analysis is to find out whether resources are owned and managed, including in competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage. Based on the results of data analysis and discussion of the results of the study, it can be concluded that the resource-based strategy in supporting the achievement of sustainable competitive advantages in PT X is stated to have been proven. A resource-based strategy that includes financial, physical, organizational, technological, human, innovation and reputation resources described in the conclusion of this study is the result that PT X's resources are an important factor in sustainable competitive advantage. Keywords: resources based strategy, sustainable competitive advantage, intangible resources, tangible resources, VRIO framework
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11

Watson, P., and J. Pullen. "Engineering for Competitive Advantage." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 203, no. 2 (May 1989): 69–74. http://dx.doi.org/10.1243/pime_proc_1989_203_051_02.

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The focus of competition in manufacturing industry has shifted from cost to technology. But competitive advantage based on technology can only be maintained by a policy of continuous renewal and innovation. There are never enough new products and their development is never fast enough. To recoup the heavy investment of resources demanded by the increasing pace and complexity of new product developments they must be exploited in the broadest possible marketplace. The paper discusses the sourcing, selection and development of innovative product ideas from the standpoint of an international automotive component supplier.
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Shmalii, Nataliia. "THEORETICAL PRINCIPLES OF DEVELOPMENT OF COMPETITIVE ENTREPRENEURSHIP STRATEGIES." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 39 (2019): 89–99. http://dx.doi.org/10.17721/tppe.2019.39.9.

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The article is devoted to the research of theoretical bases of formation of competitive entrepreneurship strategies. The current stage of development of the economy and society as a whole is based on constant changes, sharpening of global competition in all its manifestations, continuous process of technical and scientific innovations, limited resources and unlimited human needs, state policy in the field of entrepreneurship, financial market factors, etc. as a consequence for each business entity it is necessary to form and implement its strategy of competitive advantages. After all, the purpose of each enterprise is to receive a reward (profit) as a result of its activity. This issue is particularly relevant today. Therefore, we have analysed the interpretation of the concept of competition and competitive strategy by various economists. The interrelation and interdependence between such economic categories as competition and competitive advantage are justified. The basic approaches to the formation of a competitive advantage strategy have been systematized. The basic competitive strategies of M. Porter, F. Kotler, and A. Little are analysed. These strategies relate to different approaches to the development of a company related to the change of one or more elements: product, market, industry, technology. In order to develop and implement an effective competitive strategy, it is necessary to carry out a detailed analysis of opportunities, resources, market, competitors, to determine the right mechanism by which competitive advantage can generate profit in the long run. With global competition intensifying, competitive advantage is achieved through different methods based on different competitive strategies. What kind of strategy to choose and how to combine these strategies is decided by the enterprise itself, but any of these strategies is aimed at achieving a favorable and long-lasting position in the market, obtaining maximum and sustainable profit, resisting continuous competitive forces in the market.
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13

Hunt, Shelby D., and Robert M. Morgan. "The Comparative Advantage Theory of Competition." Journal of Marketing 59, no. 2 (April 1995): 1. http://dx.doi.org/10.2307/1252069.

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14

Yu, Yu, and Sachin Gupta. "Pioneering advantage in generic drug competition." International Journal of Pharmaceutical and Healthcare Marketing 8, no. 2 (May 27, 2014): 126–50. http://dx.doi.org/10.1108/ijphm-11-2013-0063.

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Purpose – The purpose of this paper is to take a close look at competition among the generic entrants during the first three years after patent expiration and examine whether there is a first mover advantage. Pharmaceutical markets experience the entry of numerous generic firms upon expiration of the brand firm’s patent. Design/methodology/approach – A random effect nested logit model of competition that allows for competition between the brand drug and generics, and among multiple generic drugs is specified. The model accommodates the effects of prices, detailing, sampling, journal advertising, time-in-market and molecule-specific characteristics. The model is estimated on cross-section time-series data for 49 molecules in which the brand drug lost patent exclusivity between 1992 and 2000. Findings – Strong evidence that the early generic entrant enjoys a substantial market share and profit advantage over the second and the third entrants, after controlling for differences in marketing activities was found. In addition, evidence suggesting that the advantage is due to the response of the retail pharmacy channel and due to differential effectiveness of advertising and pricing between earlier versus later entrants was found. Originality/value – This paper is the first to empirically model first mover advantage among undifferentiated products. The findings are useful for regulators in pharmaceutical and healthcare industries. They can also shed light on other industries where there is little or no quality differentiation, such as commodity trading, open-source software distribution and online banking.
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15

Hunt, Shelby D. "The Resource-Advantage Theory of Competition." Journal of Management Inquiry 4, no. 4 (December 1995): 317–32. http://dx.doi.org/10.1177/105649269500400403.

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16

Hunt, Shelby D., and Robert M. Morgan. "The Comparative Advantage Theory of Competition." Journal of Marketing 59, no. 2 (April 1995): 1–15. http://dx.doi.org/10.1177/002224299505900201.

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A new theory of competition is evolving in the strategy literature. The authors explicate the foundations of this new theory, the “comparative advantage theory of competition,” and contrast them with the neoclassical theory of perfect competition. They argue that the new theory of competition explains key macro and micro phenomena better than neoclassical perfect competition theory. Finally, they further explicate the theory of comparative advantage by evaluating a market orientation as a potential resource for comparative advantage.
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17

Durkin Jr, John T. "Perfect Competition and Endogenous Comparitive Advantage." Review of International Economics 5, no. 3 (August 1997): 401–11. http://dx.doi.org/10.1111/1467-9396.00065.

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18

Korsakiene, Renata. "DETERMINING COMPETITIVE ADVANTAGE: THE ANALYTIC HIERARCHY PROCESS." Journal of Business Economics and Management 5, no. 4 (December 31, 2004): 205–15. http://dx.doi.org/10.3846/16111699.2004.9636084.

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Fundamental changes initiated by globalisation, new technologies, intensive competition, fluctuating demand of consumers, as well as economical and political changes encourage managers to be pro‐active, take greater risks and choose innovative strategies. Besides that, a company's ability to gain competitive advantage becomes an urgent problem. However, the managers lack a clear approach to the determination of competitive advantage. That is why the article analyses some important aspects concerning company's competitive advantage and presents the results of the determination of company's competitive advantage by using analytic hierarchy process.
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19

Chukwuemeka, Ofoegbu Wilson, and B. C. Onuoha. "Dynamic Capabilities and Competitive Advantage of Fast Foods Restaurants." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 3 (2018): 7–14. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.43.1001.

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The study focused on the relationship between dynamic capabilities and competitive advantage of fast foods restaurants in Rivers State, Nigeria. A cross-sectional survey research design was adopted, while primary data was collected via the administration of a structured questionnaire. Three hypotheses were formulated that, the dimensions of dynamic capabilities do not significantly correlate with the competitive advantage of the firms. However, the result of the analysis disproved the null hypotheses, meaning that dynamic capabilities of the firms significantly influence their levels of competitive advantage. It was recommended that managers of the firms should encourage quick response to environmental changes, by enhancing their employees’ capability to detect, monitor and respond to competition. Also, employees should be exposed to current trends, technologies and business applications in the sector to enhance their competencies which will, in turn, improve the competitive advantage of the firm.
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20

Bomford, Michael K. "(411) Companion Choice, Crop Density, and Mixture Ratio Affect Polyculture Yield Advantage." HortScience 40, no. 4 (July 2005): 1070E—1071. http://dx.doi.org/10.21273/hortsci.40.4.1070e.

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Polycultures are thought to offer yield advantages over monocultures when net competition between plants of different species is less than that between plants of the same species. Planting density and crop ratios may both alter these competitive effects. To observe such effects, dicultures of basil (Ocimumbasilicum L.), brussels sprout (Brassica oleracea L.), and tomato (Lycopersicumesculentum Mill.) were grown organically at a range of ratios and densities (1–47 plants/m2) over two field seasons. Relative land output (RLO) values were calculated from field data and from modeled yield-density-ratio surfaces. Both methods showed yield advantages from polyculture at high planting densities (RLO = 2.20 @ top density), but not at low densities. Dicultures offered a 19% yield advantage, on average. Competition for resources was compared by measuring canopy light interception and soil moisture content, showing tomato to be the most competitive crop, followed by brussels sprout, then basil. Diculture yield advantages were most pronounced when individuals of a less competitive species outnumbered those of a more competitive species. Yield advantages were 36% and 20% for dicultures dominated by basil and brussels sprout, respectively. Dicultures dominated by tomato offered no yield advantage. The results are discussed in terms of the current ecological understanding of plant interactions, and possible advantages to be derived from small-scale intercropping, popularly termed companion planting.
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21

Rossi, Ricardo Messias, and Andrea Lago Silva. "Competitive advantage: operationalizing the concept based on the Resource-Advantage Theory." Revista Ibero-Americana de Estratégia 8, no. 2 (December 23, 2009): 31–57. http://dx.doi.org/10.5585/ijsm.v8i2.1633.

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The objective of this study was to develop a method based on the “competitive advantage” concept for the internal analysis of organizations in the context of competition. A qualitative and exploratory research was carried out. From a theoretical literature review on this subject, a preliminary internal analysis methodology was developed, which was then improved with the information collected from the field research. The field research consisted of six case studies conducted in companies working in the area of agrochemical industry in Brazil. Hence, this study proposes a way to operationalize the concept of resources (a theoretical gap observed by some authors). In managerial terms, this study contributes providing administrators with a method of analysis that deals with decisions regarding the management of resources of an organization.
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22

Xin, Xu, and Jia Ning Bao. "Secret of Chinese Manufacturing Innovation: An Analysis of SME Sustaining Competitive Advantage." Advanced Materials Research 712-715 (June 2013): 3101–5. http://dx.doi.org/10.4028/www.scientific.net/amr.712-715.3101.

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Existed literature of competitive advantage mainly focus on organizational and strategic changes, whereas this study focus on how Chinese SMEs from manufacturing industry can win competitive advantage while confronting exogenous competitive disadvantage. Results show that competitive advantage influenced by dual system:endogenous competitive elements and exogenous competitive elements. Interaction of two elements could affect the outcome of competition. Exogenous competitive elements were uncontrollability, so structural competitive advantage which is based on endogenous competitive elements could keep firm to gain a competitive advantage, when exogenous competitive elements under the disadvantage conditions. Endogenous competitive elements are comprised of firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influence firm decisions; at the organizational level, dynamic capabilities create the core competence of the corporation; at the practice level, complementary assets erect a barrier to competitors. Thus, this paper analysis Sayyas, which have faced structural changes of competitive elements several times in last 15 years, and eventually resolved crisis favorably and become most dominant firm in the field of wooden windows industry, when exogenous competitive elements under the disadvantage conditions, to show that, in dynamic competition, exogenous competitive elements are the resource leading firm to gain a competitive advantage.
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23

Hastak, Makarand, Jorge A. Vanegas, and Manuel Puyana‐Camargo. "Time‐Based Competition: Competitive Advantage Tool for A/E/C Firms." Journal of Construction Engineering and Management 119, no. 4 (December 1993): 785–800. http://dx.doi.org/10.1061/(asce)0733-9364(1993)119:4(785).

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24

Hertina, Dede, and Mohamad Bayu Herdiawan Hidayat. "Pilar-pilar Keunggulan Kompetitif: Sebuah Pandangan Berbasis Sumber Daya (Competitive Advantage Pillars: A View Based Resource)." Perisai : Islamic Banking and Finance Journal 3, no. 2 (November 9, 2019): 119. http://dx.doi.org/10.21070/perisai.v3i2.2623.

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This article describes the economic activities that underlie a resource-based view of competitive advantage and integrate existing perspectives into a model of saving from resources and company performance. The essence of this model are the four conditions that underlie sustainable competitive advantage, all of which must be met. These include superior resources (heterogeneity in an industry), ex post limits to competition, imperfections in resource mobility, and limits before competition (ex ante limits to competition). In the concluding section, application models are discussed both for single business strategies and corporate strategies.
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25

Badenhorst-Weiss, J. A., and J. O. Cilliers. "Competitive advantage of independent small businesses in Soweto." Southern African Business Review 18, no. 3 (January 29, 2019): 1–21. http://dx.doi.org/10.25159/1998-8125/5683.

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Small businesses in Soweto face increasing competition from large retail chains located in shopping malls. In order to survive and grow, small business owners need to identify and focus on the competitive advantage they have over competing businesses. The aim of this article is to explore the various sources of a competitive advantage, focusing specifically on differentiation and a unique value package as a market strategy to ensure competitiveness and sustainability for formal independent small businesses in Soweto. In this study, it was found that sustainable businesses (older small businesses with a growing income tendency) tend to perform a competitor analysis regularly. It was further determined that sustainable businesses regard price, shopping hours, personal attention and close relationships as important differentiating elements. They also include product quality, best brands and variety as important elements of their value package. It was found that sustainable small businesses use the elements of their value packages better than stagnating or shrinking businesses. The conclusion can be reached that sustainable formal independent small businesses stay competitive by differentiating themselves on the elements of the unique value package they offer to customers.
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Yang, Miaomiao, Juanru Wang, and Jin Yang. "Boundary-spanning search, knowledge integration capability and sustainable competitive advantage." Baltic Journal of Management 16, no. 3 (April 1, 2021): 446–64. http://dx.doi.org/10.1108/bjm-08-2020-0314.

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PurposeThe purpose of this paper is to investigate how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search and to test the moderating role of knowledge integration capability.Design/methodology/approachThis paper classifies boundary-spanning search into proactive search and responsive search by considering competition and develops a theoretical model in which knowledge integration capability moderates the effects of proactive and responsive searches on sustainable competitive advantage. Empirical analyses were conducted on the data of 245 Chinese advanced manufacturing firms.FindingsThe results show that proactive and responsive searches have inverted U-shaped relationships with sustainable competitive advantage. Moreover, the relationships between proactive and responsive searches and sustainable competitive advantage are moderated by knowledge integration capability. Specifically, as knowledge integration capability increases, the inverted U-shaped relationship between proactive search and sustainable competitive advantage becomes flatter, whereas the inverted U-shaped relationship between responsive search and sustainable competitive advantage becomes almost linear.Originality/valueThis paper enriches the research of boundary-spanning search by considering competition and uncovers how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search. Furthermore, this paper sheds light on that the effects of proactive and responsive searches on sustainable competitive advantage are even more complex than inverted U-shaped patterns and provides a contingent viewpoint to deeply understand the relationship between boundary-spanning search and sustainable competitive advantage.
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Purwohandoko, Purwohandoko. "ENTERPRISES PERFORMANCE THROUGH INTERNAL RESOURCE INTEGRATION AND MARKET ORIENTATION BASED ON COMPETITIVE ADVANTAGES." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 15, no. 01 (January 16, 2018): 61. http://dx.doi.org/10.31106/jema.v15i01.781.

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Every company tries to achieve goals to gain profit and win the competition. To achieve this goal, the company must be able to demonstrate a competitive advantage. Therefore, the company always strives to gain competitive advantage by identifying, managing and optimizing their internal resources in the form of tangible and intangible assets that have superior characteristics as the power of generating competitive advantage. The sustainable competitive advantage by empowering their internal company resources can be defined as Research-Based View (RBV). The importance of research based views is contradicting with Market Based View (MBV) which stated that the more market oriented the more superior their competitive position. By using qualitative research (literature review), this study aims to understand and investigate how to create company performances through both point of views which is internal resources integration and market orientation based on competitive advantages.
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Ritonga, Utan Sahiro. "Penentuan Keunggulan Kompetitif Pemasaran Teh Melalui Audit Strategi Marketing Plus (Kasus Pada PT. Perkebunan Nusantara VIII Jawa Barat)." Paspalum: Jurnal Ilmiah Pertanian 6, no. 1 (April 1, 2018): 1. http://dx.doi.org/10.35138/paspalum.v6i1.72.

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The goal of this research is to measure the competitive advantage in tea marketing with a case study on PT. Perkebunan Nusantara VIII West Java, and describing the deciding factors in the improvement of competitive advantage in tea marketing competition. The method used in this research is case study with quantitative approach using marketing plus strategy audit by comparing the values of Company Alignment Index (CAI) and Competitive Setting Index (CSI). The calculation of both indexes is obtained from questionnaires about the confidence level of the respondents who manage the marketing policies of PT. Perkebunan Nusantara VIII. By comparing CSI value which is consisted of Customer (C1), Competitor (C3), Change-Driven (C4) against CAI which is consisted of Company (C2) which would be the measure of the competitive advantage of the company’s marketing strategy. From the analysis results, it can be seen that a negative gap of -1.09 where the value of CAI < CSI would mean that the company does not possess the competitive advantage in tea marketing strategy, and is relatively left behind in terms of tea industry competition. It can be learned that the cause of such low score in tea marketing strategy is caused by the low score of segmentation = 1 in the strategy, value with a score of 1.72 in the process, tactics which is consisted of differentiation = 2.63 and marketing mix = 2.63. To achieve competitive advantage in an ideal markting strategy, the factors that contribute to the marketing strategy competitive advantage value should be considered in the implementation of tea marketing strategy.
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29

Ferdousi, Farhana, Kevin Baird, Rahat Munir, and Sophia Su. "Associations between organisational factors, TQM and competitive advantage." Benchmarking: An International Journal 25, no. 3 (April 3, 2018): 854–73. http://dx.doi.org/10.1108/bij-05-2017-0110.

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Purpose The purpose of this paper is to examine the association between the extent of adoption of TQM, using Kaynak’s (2003) core TQM practices (quality data and reporting, supplier quality management, product/service design, process management) model and competitive advantage. In addition, the study examines the antecedent role of organisational-related factors (intensity of market competition, information technology (IT), expert systems and the supplier evaluation programme) in respect to the extent of adoption of TQM. Design/methodology/approach A survey was conducted of 673 business units of garment organisations in a developing country, Bangladesh. Findings The findings indicate that the extent of adoption of TQM practices was positively associated with competitive advantage. In addition, two organisational-related factors (intensity of market competition and IT) were positively associated with the extent of adoption of TQM. Practical implications The findings provide an insight into the ability of TQM to facilitate competitive advantage in developing countries. Practitioners are also provided with an insight into which organisational factors facilitate the adoption of TQM practices. Originality/value The findings provide an important insight into the use and value of TQM practices in developing countries.
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Saraswati, Ety, Aleria Irma Hatneny, and Andi Normala Dewi. "IMPLEMENTASI MODEL DIAMOND PORTER DALAM MEMBANGUN KEUNGGULAN BERSAING PADA KAWASAN AGROWISATA KEBUN BELIMBING NGRINGINREJO BOJONEGORO." Jurnal Ilmu Manajemen (JIMMU) 4, no. 2 (May 5, 2020): 108. http://dx.doi.org/10.33474/jimmu.v4i2.2732.

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This study aims to examine the competitive advantage analysis through the Porter’s diamond model in Agrotourism Ngringinrejo Bojonegoro. The research method used is descriptive with qualitative approach. Data collection techniques are done by interview, observation and documentation. The results showed important determinant in the competitive advantage of Agrotourism Ngringinrejo Bojonegoro, in accordance with the diamond porter model, consist of factor conditions; demand conditions; firms structure, strategy and competition; related and supporting industries; and government roles. The difference of each determinant of competitive advantage has implications for sustainability advantages which based on four main dichotomies, consist of government involvement, ownership structure, market (which is entered by the industry), and expansion of other areas that are not controlled (urban sprawl). The generic strategy formulation that is suitable for Agrotourism Ngringinrejo is a focus strategy, by building capacity to carry out innovations and research beyond increasing agricultural productivity, as well as building artificial tourism facilities to support competitiveness.Keywords: Tourism Competitive Advantage Models, Sustainable Competitive Advantage, Generic Strategies
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Yusupov Asomiddin Soatovich. "THE CONCEPTUAL BASES OF MULTINATIONAL AND GLOBAL COMPETITIVENESS ENVIRONMENT AND STRATEGIC ALLIANCES." World Science 3, no. 5(45) (May 31, 2019): 9–15. http://dx.doi.org/10.31435/rsglobal_ws/31052019/6519.

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Under the conditions of integration of national markets global competition environment is created in international markets. As a result of this competitors compete based on price and related conditions of competition. In the context of global competition the competitiveness of rival companies is proportional to its global competitive advantage. In the context of global competition, the competitiveness of rival companies is proportional to its global competitive advantage. In a multinational competition, companies are struggling for leadership in the national market and in a global competition, they fight for leadership in the world. In a certain network at the same time, one can observe both global and interstate multinational competition. This paper evaluates the increasingly important role and the interdependencies between multinational and global competition, technological innovations and the theory of international production.
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Данилова and Oksana Danilova. "Competitive strategy – a basis for identifying key success factors of meat industry." Vestnik of Kazan State Agrarian University 8, no. 3 (October 24, 2013): 25–26. http://dx.doi.org/10.12737/1319.

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This article discusses the analysis of external conditions and factors of competitive advantage to identify the key success factors of the meat industry, which are a set of actions to ensure the competitiveness and financial success. To assess the formation of competitive advantages of meat industry, identify their characteristics is not enough statistical data. The objectives of the study was to identify the main areas of investment , relationships with suppliers of raw materials, ways to improve the profitability of the enterprise . The study suggests that the main competitive strategies remains a quality of product . On the basis of this, the pricing and sales policies of the meat industry are based. According to respondents, changes in demand for meat, is equally dependent on the quality of meat products and prices. For sausages the price factor plays a more significant role. The predominant mode of competition in the meat industry is currently the price competition on the basis of cost savings as a competitive advantage .
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Panjaitan, Delfi, Desy Lesmana, and Mutiara Maimunah. "Effect of Use of Management Accounting Systems on Competitive Advantages: Business Unit Performance as a Mediator (Study of MSMEs in Palembang City)." Journal of Accounting and Strategic Finance 1, no. 01 (December 31, 2018): 33–44. http://dx.doi.org/10.33005/jasf.v1i01.22.

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Micro, Small, and Medium Enterprises (MSMEs) are business units managed by community groups and families. SMEs has a strategic role in Indonesia economic development because in addition to contributing to national economic growth it can also absorb large numbers of workers. However, micro, small and medium businesses have a low competitive advantage in the current era of globalization and technology. For this reason, MSMEs need resources that can be managed to win the business competition in Indonesia. One of the most important resources managed in winning the business competition is information resources. This study aims to prove the influence of the use of management accounting systems on competitive advantage, with business performance as a mediator. The data of this study were collected through a survey by distributing questionnaires. The sample in this study was MSMEs scale company in the city of Palembang using the purposive sampling method. Data analysis technique uses path analysis test. Based on data and research results it can be concluded that Business Unit Performance mediates the relationship between Management Accounting Systems and Competitive Advantages. Keywords: Management Accounting System, Competitive Advantage, and Business Unit Performance
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Jung, Dawoon, Byung Cho Kim, and Myungsub Park. "Performance Advantage for Electric Vehicles under Competition." korean management review 47, no. 1 (February 28, 2018): 177–93. http://dx.doi.org/10.17287/kmr.2018.47.1.177.

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Meng, Qianli, Ding Cui, Ke Zhou, Lin Chen, and Yuanye Ma. "Advantage of Hole Stimulus in Rivalry Competition." PLoS ONE 7, no. 3 (March 22, 2012): e33053. http://dx.doi.org/10.1371/journal.pone.0033053.

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Tsoi, Lily, J. Kiley Hamlin, Adam Waytz, Andrew Scott Baron, and Liane Lee Young. "A Cooperation Advantage for Theory of Mind in Children and Adults." Social Cognition 39, no. 1 (February 2021): 19–40. http://dx.doi.org/10.1521/soco.2021.39.1.19.

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Three studies test whether people engage in mental state reasoning or theory of mind (ToM) differently across two fundamental social contexts: cooperation and competition. Study 1 examines how children with an emerging understanding of false beliefs deploy ToM across these contexts. We find that young preschool children are better able to plant false beliefs in others' minds in a cooperative versus competitive context; this difference does not emerge for other cognitive capacities tested (e.g., executive functioning, memory). Studies 2a and 2b reveal the same systematic difference in adults' ToM for cooperation and competition, even after accounting for relevant predictors (e.g., preference for a task condition, feelings about deception). Together, these findings provide initial evidence for enhanced ToM for cooperation versus competition in early development and also adulthood.
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Russell, RC. "Larval Competition Between the Introduced Vector of Dengue Fever in Australia, Aedes-Aegypti (L), and a Native Container-Breeding Mosquito, Aedes-Notoscriptus (Skuse) (Diptera, Culicidae)." Australian Journal of Zoology 34, no. 4 (1986): 527. http://dx.doi.org/10.1071/zo9860527.

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The introduced vector of dengue, Aedes aegypti, has disappeared from New South Wales at the same time as the indigenous Ae. notoscriptus has increasingly intruded into the domestic environment. Laboratory investigations of larval survival and development rates for both species, alone and in various combinations, at two temperatures under varying conditions of density and food, were conducted to test the hypothesis that the latter species had a competitive advantage. For both species, in intra- and interspecific competition, survival declined markedly, and development rate increased considerably, with increasing density and decreasing food in intra- and interspecific competition. Decrease in food supply had relatively greater effect than increase in larval density, although combining both had the greatest effects. Although the native Ae. notoscriptus had a marginal advantage over the introduced Ae. aegypti at 22�C, the situation was reversed at 28�C. Overall, however, the predominant species in mixed cultures was usually advantaged. The hypothesis was not proved, although the results indicated that Ae. notoscriptus may have a competitive advantage over Ae. aegypti in cooler areas when the former species is predominant.
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Wicaksono, Aryo, Rivaldi Arissaputra, and Popy Rufaidah. "Development Global Competitive Advantage at PT Tiphone Mobile Indonesia, Tbk Case Study using 4C’s Framework Model." International Journal of Applied Business and International Management 3, no. 1 (August 7, 2018): 27–45. http://dx.doi.org/10.32535/ijabim.v3i1.75.

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This paper discusses about the application of global competitive advantage with the 4C's Framework model (Hao Ma, 2004) that consists of Creation, Competition, Cooperation and Co-option variables in PT Tiphone Mobile Indonesia, Tbk.. The research method used is case study and SWOT Analysis method. The research provides a managerial impact to the company that is under study, namely the implementation of 4C’s Framework model so the company has the advantage of competing globally. The Company achieves global competitive advantage based on ownership-based, access-based, and proficiency-based through the implementation of Creation and Innovation, Competition, Cooperation, and Co-option.
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NIODE, IDRIS YANTO. "Analisis Strategi Keunggulan Bersaing (Competitive Advantage) Sektor Usaha Kecil Menengah di Kota Gorontalo (Studi Industri Meubel di Kota Gorontalo)." BISMA (Bisnis dan Manajemen) 4, no. 2 (June 6, 2018): 91. http://dx.doi.org/10.26740/bisma.v4n2.p91-101.

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This research aims to: (1) Identified and analyzed the factors that would influences external and internal environment of SME’s in order to maintain their competitive advantages; (2) to found and analyzed what kind of effort that SME’s and government does in order to maintain and supporting the competitive advantage of SME’s at Gorontalo; (3) to analyzed the competitive advantage strategy of SME’s to winning the competition. The method used in this research is a survey method by doing data collection from interviewing, observation, and questionnaire spread up. Analysis doing by identified current external and internal environment, until move to the particular circumstances of competitive advantage strategy in the future. In order to formulating the competitive advantage strategy, researcher used SWOT analysis. The result shown, to achieve competitive advantage between competitors, SME’s must use “aggressive“ Strategy which is by decreasing a cost, create new product, quality improvement, market expansion. In addition another strategy based on SWOT matrix that could used to achieve competitive advantage are: create a fresh business plan; get more credit to have more capital; fixing and improving product quality; labor insurance (work safety); enter and conquer the market; service quality improvement; and promotion intensity.
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Jokinen, Kari. "Competition and yield advantage in barley-barley and barley-oats mixtures." Agricultural and Food Science 63, no. 4 (September 1, 1991): 255–85. http://dx.doi.org/10.23986/afsci.72403.

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Competition and yield advantage in barley varietal mixtures and in barley-oats mixtures were investigated. The trials were based on replacement series, but in a few cases the overall density of the stand was varied on the basis of an addition series. Both models of competition, one based on the de Wit model and the other upon a linear regression model, agreed as to which component was the dominant and which was the subordinate in the mixture. The competition coefficients from regression analyses depicted competition between components better in a dense than in a sparse stand. The competitive ability of a genotype did not depend directly upon individual characters of the genotype, such as rate of initial development, earliness, culm height, tillering capacity or grain yield in monoculture (adaptation), A good combination of characters from the viewpoint of competition was provided by the barley cv. Arra with its rapid initial development and rapid culm growth (earliness), the variety being dominant irrespective of number of components in the mixture, stand density, level of nitrogen fertilization or growing season. This suggests that competitive relations and distribution of resources within a mixture are determined at an early stage in the growing period. In other cases the competitive ability of a genotype varied from one environment to another with the competitive relations between components being inconsistent. The dominance of an aggressor usually increased with increasing nitrogen fertilization especially when the total density of the stand was high. As a rule, competition affected all the components of yield with the kernel weight being least affected. The grain yield of varietal mixtures did not differ from the yield of the highest yielding component grown alone, i.e., mixtures did not over yield. The relative yield total of varietal mixtures was higher at low (RYT > 1) than at optimal densities (RYT =1). Also the relative yield total was higher under conditions where the nitrogen fertilization was not optimal. The results of a varietal trial repeated during three successive years indicated that the relative yield total of a given mixture varied from one growing season to another, fluctuating around unity. Thus highly adapted barley varieties appear to compete for the same resources, and the grain yield advantage of such mixtures is marginal. The results of the barley-oats mixture trials revealed that the mixture may over yield. The relative yield totals of barley-oats mixtures were usually equal to or greater than unity the latter suggesting that the mixtures of barley and oats may use resources more efficiently than monocultures, and some grain yield advantage could be achieved with such mixtures. The protein yield of the barley-oats mixtures did not differ from the yield of the highest yielding component grown alone. The ratio of actual and expected protein yield and the relative protein yield total were usually slightly greater than one. The grain yields of mixtures were not consistently more stable than monocultures as determined by the coefficient of variation.
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CHO, Myungr-Rae, and Koichiro WATANABE. "A search for Sustainable Competitive Advantage Factors in a Hyper-Competition Scenario." KODISA International Conference on Business and Economics (KODISA.ICBE) 2019, no. 7 (July 8, 2019): 289–93. http://dx.doi.org/10.35646/kodisa.icbe.2019.7.5.289.

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Johnson, Julie T., and James W. Busbin. "THE EVOLUTION OF COMPETITIVE ADVANTAGE: HAS VIRTUAL MARKETING REPLACED TIME‐BASED COMPETITION?" Competitiveness Review 10, no. 2 (February 2000): 153–59. http://dx.doi.org/10.1108/eb046408.

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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 (June 28, 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 include the need tomobilize external financial resources for small and private firms and furtherreform security regulations to ensure fair competition and sustainability.
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Zahara, Arsy Permatasari, R. Deni Muhammad Danial, and Acep Samsudin. "Strategi Diferensiasi sebagai Upaya Mewujudkan Keunggulan Bersaing pada UKM Furniture." Ekuitas: Jurnal Pendidikan Ekonomi 8, no. 1 (June 29, 2020): 20. http://dx.doi.org/10.23887/ekuitas.v8i1.24410.

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Competitive advantage is an ability to create products that have more added value that can be used as strength to win the competition. The study was conducted on the furniture business of the City of Sukabumi, which wants to win the competition in an increasingly increasing number of competitors with similar businesses. The purpose of this study is to determine and understand the effect of differentiation strategies as an effort to realize competitive advantage in furniture SMEs. Starting with the desire to realize competitive advantage, the company needs to create a difference or privilege that is not owned by competitors to be used as strength in winning the competition. The method used to process this research data is quantitative with associative methods. With 50 respondents, namely furniture business owners or managers using IBM SPSS Version 23. The results of this research show that this research is categorized as having a very strong correlation with a value of 0.896. So that the conclusions in this research reveal the differentiation strategy has an influence in realizing competitive advantage by creating a difference both from product, service, personnel and image.
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Shams, S. M. Riad. "Capacity building for sustained competitive advantage: a conceptual framework." Marketing Intelligence & Planning 34, no. 5 (August 1, 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 competition. Design/methodology/approach – An inductive constructivist approach is followed to support arguments, in order to develop a synthesis from the relevant literature to reinforce the current understandings on capacity building and sustained competitive advantage. Findings – An influence of RM on strategic organisational dynamic capabilities (DCs) is recognised, which appears as significant to sustain DCs and subsequent competitive advantage. Based on this influence, this paper proposes a conceptual framework of capacity building that could survive through the “valuable, rare, inimitability and non-substitutability” test, which is fundamental to sustain competitive advantage. Some empirical insights are developed, in support of this conceptual framework. Practical implications – For research and practice, these insights will be useful to focus on specific attributes in capacity building to sustain the enhanced capacity’s competitive advantage over time, across industries and markets. Social implications – Similarly, the insights will be instrumental to sustain the benefit of capacity building to underpin socio-economic progress. Originality/value – The paper proposes a much needed initial conceptual framework for capacity building to sustain competitive advantage of a hard-earned capacity for socio-economic development.
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Prieto, Jaime, Miguel-Ángel Gómez, and Richard Pollard. "Home Advantage in Men’s and Women’s Spanish First and Second Division Water Polo Leagues." Journal of Human Kinetics 37, no. 1 (June 1, 2013): 137–43. http://dx.doi.org/10.2478/hukin-2013-0034.

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The purpose of this study was to quantify the home advantage in both men’s and women’s First and Second Division water polo leagues, to compare the results obtained according to sex of participants and the level of competition, and to test for possible differences in home advantage when considering the interaction between these two factors. The sample comprised four seasons from 2007-2008 to 2010-2011 for a total of 1942 games analyzed. The results showed the existence of home advantage in both men’s and women’s First and Second Divisions. After controlling for the competitive balance of each league in each season, there was a significant difference between men’s and women’s leagues, with higher home advantage for men’s leagues (58.60% compared with 53.70% for women’s leagues). There was also a significant difference between the levels of competition, with greater home advantage for the Second Division (57.95% compared with 54.35% for First Division). No significant differences in home advantage were found when considering the interaction between sex of participants and the level of competition. The results in relation to sex of participants and the level of competition are consistent with previous studies in other sports such as football or handball.
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Elidjen, Gerardus Polla, Firdaus Alamsjah, and Jap Tji Beng. "An Integrated Model of Knowledge Management and Organizational Learning Capability, Organizational Innovativeness, and Sustainable Competitive Advantage." Advanced Science Letters 21, no. 4 (April 1, 2015): 772–76. http://dx.doi.org/10.1166/asl.2015.5971.

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Nowadays, business competition is increasingly competitive and unstable. Organizations are faced with a lot of product variants and better services from competitors and shorter product life cycles while the cost to produce the product or service is getting higher because of the additional cost required to innovate to anticipate the business competition. Organizations need to strengthen their organizational innovativeness through knowledge management capability and organizational learning capability to enhance sustainable competitive advantage. The methodology used was literature research and some personal experience and interpretations. The proposed model hopefully contributes to enrich its intellectual study of knowledge management, organizational learning, organizational innovativeness, and sustainable competitive advantage.
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Tonge, Piers. "Exploiting the industry skills shortage as a competitive advantage." APPEA Journal 50, no. 2 (2010): 715. http://dx.doi.org/10.1071/aj09079.

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Developing skilled petro-technical professionals (PTPs) has the greatest lead-time of any activity that oil and gas companies undertake today. Australia could double its gas production by 2020, which would create 50,000 new jobs. This will intensify competition for skilled petrotechnical professionals, and may drive up people costs. The market for PTPs in Australia is tight today, with active competition for technical talent between the oil and gas industry and other extractive industries. Conventional and unconventional oil and gas projects on Australia’s west and east coasts are already chasing the same, limited, talent pool. Competition for experienced PTPs will be intensified by the impending crew change, with a disproportionate number of experienced PTPs due to retire from Australia’s oil and gas industry over the next decade. Schlumberger Business Consulting has been benchmarking the people situation in the global oil and gas industry for the past six years, and working with exploration and production companies to address it. This paper will present our analysis of the global, and Australian, situation, with quantification of the skill balance through our demand and supply model. It will also highlight specific technical skills that will be in short supply, implications of the skills shortage, as well as potential mitigations to create competitive advantage.
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Mehl, H. L., and P. J. Cotty. "Influence of the Host Contact Sequence on the Outcome of Competition amongAspergillus flavusIsolates during Host Tissue Invasion." Applied and Environmental Microbiology 77, no. 5 (January 7, 2011): 1691–97. http://dx.doi.org/10.1128/aem.02240-10.

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ABSTRACTBiological control of aflatoxin contamination byAspergillus flavusis achieved through competitive exclusion of aflatoxin producers by atoxigenic strains. Factors dictating the extent to which competitive displacement occurs during host infection are unknown. The role of initial host contact in competition between pairs ofA. flavusisolates coinfecting maize kernels was examined. Isolate success during tissue invasion and reproduction was assessed by quantification of isolate-specific single nucleotide polymorphisms using pyrosequencing. Isolates were inoculated either simultaneously or 1 h apart. Increased success during competition was conferred to the first isolate to contact the host independent of that isolate's innate competitive ability. The first-isolate advantage decreased with the conidial concentration, suggesting capture of limited resources on kernel surfaces contributes to competitive exclusion. Attempts to modify access to putative attachment sites by either coating kernels with dead conidia or washing kernels with solvents did not influence the success of the first isolate, suggesting competition for limited attachment sites on kernel surfaces does not mediate first-isolate advantage. The current study is the first to demonstrate an immediate competitive advantage conferred toA. flavusisolates upon host contact and prior to either germ tube emergence or host colonization. This suggests the timing of host contact is as important to competition during disease cycles as innate competitive ability. Early dispersal to susceptible crop components may allow maintenance withinA. flavuspopulations of genetic types with low competitive ability during host tissue invasion.
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Feizabadi, Javad, David Gligor, and Somayeh Alibakhshi Motlagh. "The triple-As supply chain competitive advantage." Benchmarking: An International Journal 26, no. 7 (September 2, 2019): 2286–317. http://dx.doi.org/10.1108/bij-10-2018-0317.

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Purpose The purpose of this paper is to draw on resource orchestration theory (ROT) and resource advantage theory (RAT) to develop a measurement scale for supply chain competitive advantage (SCCA) as a second-order construct with the dimensions of agility, adaptability and alignment (triple-A). Design/methodology/approach A survey research design is adopted to collect primary and secondary data from 182 international firms. The paper utilizes a scale development procedure to develop a measurement instrument and assess its psychometric properties. The scale’s predictive validity is tested using both subjective and objective data. Additionally, the simultaneous effect of triple-A is tested using latent congruent modeling. Findings Drawing upon ROT and RAT, this study introduces SCCA as a second-order construct composed of SC agility, adaptability and alignment. In addition, the findings show that an SCCA has a direct and positive impact on firms’ financial and market performance. Originality/value Existing literature indicates that competition has shifted from inter-firm to inter-SC. To account for this change in competition level, past studies have suggested various capabilities that SCs must possess to offer a competitive advantage, such as triple-As. However, drawing upon RAT and ROT, the authors argue that the SCCA construct accounts for sources of advantage in both the resource side and the demand side. The authors further assert that possessing supply chain resources (i.e. agility, adaptability, alignment as disparate resources) is not sufficient to create advantage but the resources must be orchestrated to create SCCA (i.e. the combination of agility, adaptability and alignment).
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