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Journal articles on the topic 'Competitive advantage'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

O'Shannassy, Tim. "Sustainable competitive advantage or temporary competitive advantage." Journal of Strategy and Management 1, no. 2 (2008): 168–80. http://dx.doi.org/10.1108/17554250810926357.

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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 c

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3

Taroni, Andrea. "Competitive advantage." Nature Physics 11, no. 8 (2015): 620. http://dx.doi.org/10.1038/nphys3442.

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4

Jüttner, Uta, and Hans Peter Wehrli. "Competitive Advantage." Journal of Business & Industrial Marketing 9, no. 4 (1994): 42–53. http://dx.doi.org/10.1108/08858629410073199.

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5

Kamukama, Nixon, Diana Susan Kyomuhangi, Richard Akisimire, and Laura A. Orobia. "Competitive advantage." African Journal of Economic and Management Studies 8, no. 2 (2017): 221–34. http://dx.doi.org/10.1108/ajems-10-2016-0142.

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Purpose The purpose of this paper is to examine the mediating role of competitive advantage in the relationship between managerial competence and financial performance of commercial banks in Uganda. Design/methodology/approach A cross-sectional survey was employed using 22 fully licensed and operational commercial banks in Uganda. Data were analyzed using descriptive statistics, zero order correlation and hierarchical regression analyses. Further, the bootstrap method was used to test the mediation effect of competitive advantage. All the analyses were performed using SPSS v21. Findings The fi

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6

Huang, Kuo-Feng, Romano Dyerson, Lei-Yu Wu, and G. Harindranath. "From Temporary Competitive Advantage to Sustainable Competitive Advantage." British Journal of Management 26, no. 4 (2015): 617–36. http://dx.doi.org/10.1111/1467-8551.12104.

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Tariq, Hamza, Aqsa Shafi, and Ali Nasir. "Gaining Competitive Advantage." Advances in Social Sciences Research Journal 9, no. 7 (2022): 747–53. http://dx.doi.org/10.14738/assrj.97.12750.

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Yair, Karen, Mike Press, and Anne Tomes. "Crafting competitive advantage:." Design Studies 22, no. 4 (2001): 377–94. http://dx.doi.org/10.1016/s0142-694x(00)00043-0.

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Samli, A. Coskun, and John M. Browning. "Developing Competitive Advantage." Journal of Global Marketing 16, no. 4 (2003): 35–52. http://dx.doi.org/10.1300/j042v16n04_03.

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10

Klein, Jeremy. "Beyond competitive advantage." Strategic Change 11, no. 6 (2002): 317–27. http://dx.doi.org/10.1002/jsc.606.

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11

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/10.7444/fsrj.v5i2.120.

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12

Novita, Dian, and Nurul Husna. "COMPETITIVE ADVANTAGE IN THE COMPANY." TECHNOBIZ : International Journal of Business 3, no. 1 (2020): 14. http://dx.doi.org/10.33365/tb.v3i1.643.

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Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. The purposes of this research are firstly is to analyze the concept of competitive advantages in orderly and secondly it is to analyzed

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13

Wang, Binli. "ESG Performance and Corporate Competitive Advantage." Advances in Economics, Management and Political Sciences 156, no. 1 (2025): 144–50. https://doi.org/10.54254/2754-1169/2025.20652.

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Under increasingly intense corporate competition and market pressures, a company must establish competitive advantages to survive and thrive. With the growing global emphasis on environmental protection and social responsibility, Environmental, Social, and Governance (ESG) performance has become a critical factor in building corporate competitive advantage. This paper empirically analyzes the impact of ESG performance on corporate competitive advantage using data from A-share listed companies between 2009 and 2023. The study reveals that ESG performance positively influences corporate sales gr

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14

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 (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

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15

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 c

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16

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 (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 autom

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17

Kaleka, Anna, and Neil A. Morgan. "Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets." Journal of International Marketing 25, no. 4 (2017): 25–49. http://dx.doi.org/10.1509/jim.16.0058.

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Business scholars and managers stress the importance of achieving and sustaining competitive advantage as a critical strategic step in enabling superior firm performance. Yet which types of competitive advantage may yield the best performance outcomes—and what contingency factors may affect this—remains largely unexplored. This article examines the contribution of price, product, and service advantages to market performance in international ventures. Applying customer value logic to the literature on value creation and value capture, the authors posit that the symmetric achievement of all pair

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18

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

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19

Mateus, Abel M. "Competitive Advantage and Competition Policy in Developing Countries." World Competition 32, Issue 2 (2009): 275–76. http://dx.doi.org/10.54648/woco2009029.

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20

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

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21

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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22

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

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23

Areja, Daisy, and Gloria Gempes. "The moderating effect of ICT capability on the relationship between supply chain agility and competitive advantage of drugstores in Region XI." Management, Education & Innovation Review 1, no. 1 (2024): 16–28. http://dx.doi.org/10.53378/meir.124.111.

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The intense global business competition has triggered companies to establish effective strategies to realized long-term competitive advantages. The purpose of this study was to determine the moderating effect of ICT capability on the relationship between supply chain agility and competitive advantage and to determine the relationship between supply chain agility, ICT capability, and competitive advantage among 300 drugstores in Region XI in the Philippines. It made use of quantitative research design, specifically the descriptive-correlational. An adapted and modified research instrument was u

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24

Hanafi, Mohamad, Azizah Fauziyah, and Mira Nurfitriya. "Analysis of Sustainable Competitive Advantage Strategies in Embroidery Industry Centers in Tasikmalaya." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 5 (2024): 1310–20. http://dx.doi.org/10.31539/costing.v7i5.11546.

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The embroidery industry in Tasikmalaya is one of the creative economic sectors with significant potential for growth. However, facing increasingly intense competition requires effective strategies to maintain and enhance competitive advantage. This research aims to identify competitive advantages and the VRIO Framework in the embroidery industry in Tasikmalaya, as well as to develop strategies for sustainable competitive advantage within the embroidery industry centers in Tasikmalaya. The VRIO Framework is used to evaluate a company's resources and capabilities based on four criteria: Value, R

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25

Korsakiene, Renata. "DETERMINING COMPETITIVE ADVANTAGE: THE ANALYTIC HIERARCHY PROCESS." Journal of Business Economics and Management 5, no. 4 (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 comp

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26

Ibrahim, Muhammad Taufik, R. Deni Muhammad Danial, and Kokom Komariah. "ANALISIS KAPABILITAS TEKNOLOGI INFORMASI DAN PEMASARAN DIGITAL TERHADAP KEUNGGULAN BERSAING." PERFORMANCE: Jurnal Bisnis & Akuntansi 14, no. 2 (2024): 206–23. https://doi.org/10.24929/feb.v14i2.2673.

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This study aims to determine the description of Information Technology Capability and Digital Marketing on the Competitive Advantages of UMKM Bakery and Pastry in Sukabumi City, to know Information Technology Capabilities to Competitive Advantages, to Know Digital Marketing to Competitive Advantages. The results in this study using the coefficient of determination test seen from the value (R Squire) that the effect of Information Technology Capability and Digital Marketing on Competitive Advantage is 0.653, while Information Technology Capability on Competitive Advantage is 0.718 The amount of

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27

Anjaningrum, Widiya Dewi, and Habel Rudamaga. "Creative Industry: Enhancing Competitive Advantage and Performance." Asia Pacific Management and Business Application 007, no. 03 (2019): 123–46. http://dx.doi.org/10.21776/ub.apmba.2019.007.03.1.

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28

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 (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 curr

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29

Yang, Miaomiao, Juanru Wang, and Jin Yang. "Boundary-spanning search, knowledge integration capability and sustainable competitive advantage." Baltic Journal of Management 16, no. 3 (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 da

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30

Supriyadi, Supriyadi. "Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance." International Business Research 10, no. 10 (2017): 209. http://dx.doi.org/10.5539/ibr.v10n10p209.

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The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with intervi

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31

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 compet

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32

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 (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 differe

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33

Gvelesiani, Eliso. "COMPETITIVE ADVANTAGE STRATEGY - THE MOST IMPORTANT FACTOR IN SUSTAINABLE TOURISM DEVELOPMENT." Economics 107, no. 6-7 (2025): 7–12. https://doi.org/10.36962/ecs107/6-7/2025-7.

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Competitive strategies are the key to success in the market. Achieving a sustainable competitive advantage is the primary goal of strategic management. To achieve this goal, an organization should be able to identify diverse strategic options for future development, assess associated risks, and select the one that will bring the most substantial financial success. Understanding strategic options can help us formulate a variety of such options and develop a successful strategy for companies seeking to operate in the tourism industry. The presented article examines: the features of the concepts

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34

SHINTAKU, Junjiro. "Sustainability of Competitive Advantage." Annals of Business Administrative Science 4, no. 1 (2005): 1–8. http://dx.doi.org/10.7880/abas.4.1.

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35

Pomerleau, Didier. "Competitive advantage, Hollywood style." Academy of Management Perspectives 11, no. 1 (1997): 116–18. http://dx.doi.org/10.5465/ame.1997.9707100664.

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36

Alghamdi, Hind, and Christian Bach. "Quality As Competitive Advantage." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 8, no. 1 (2013): 1265–72. http://dx.doi.org/10.24297/ijmit.v8i1.690.

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Since 1970s quality has become a target for most organizations in the United States and most firms have spent millions of dollars on quality activities in order to reach defect-free productions [1]. This paper aims to discover how quality becomes a competitive advantage in different organizations. It includes some of the organizations that won Malcolm Baldrige Award in 2012 and shows what kind of criteria that made them qualified to win the award. The paper came up with a model called Performance Excellance shows the factor that lead to excellence performance in an organization. On the other h

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37

Balderston, Frederick E. "Book Review: Competitive Advantage." California Management Review 28, no. 1 (1985): 179–84. http://dx.doi.org/10.2307/41165178.

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38

Pfeffer, Jeffrey. "Competitive Advantage Through People." California Management Review 36, no. 2 (1994): 9–28. http://dx.doi.org/10.2307/41165742.

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39

Lev, Baruch. "Evaluating Sustainable Competitive Advantage." Journal of Applied Corporate Finance 29, no. 2 (2017): 70–75. http://dx.doi.org/10.1111/jacf.12234.

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40

Hewitt, Karen L., Veronica A. Frischman, Jonathan K. Kies, and Joanne M. Walsh. "Applying Competitive Usability Advantage." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 23 (1998): 1611. http://dx.doi.org/10.1177/154193129804202324.

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41

Heany, Donald E. "Porter's competitive advantage, revisited." Planning Review 14, no. 1 (1986): 27–29. http://dx.doi.org/10.1108/eb054132.

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Reimann, Bernard C. "Sustaining the competitive advantage." Planning Review 17, no. 2 (1989): 30–39. http://dx.doi.org/10.1108/eb054251.

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43

Dahremöller, Carsten. "Unshrouding for Competitive Advantage." Journal of Economics & Management Strategy 22, no. 3 (2013): 551–68. http://dx.doi.org/10.1111/jems.12025.

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44

Ellis, Brien, and Scott W. Kelley. "Competitive advantage in retailing." International Review of Retail, Distribution and Consumer Research 2, no. 4 (1992): 381–96. http://dx.doi.org/10.1080/09593969200000014.

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STREB, JOCHEN. "Knowledge and competitive advantage." Economic History Review 57, no. 3 (2004): 594–95. http://dx.doi.org/10.1111/j.1468-0289.2004.00289_13.x.

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Farmer, David H. "Book Review: Competitive Advantage." Journal of General Management 11, no. 1 (1985): 68–69. http://dx.doi.org/10.1177/030630708501100107.

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47

Capling, Ann. "Bargaining For Competitive Advantage." Journal of Industry Studies 1, no. 2 (1994): 1–22. http://dx.doi.org/10.1080/13662719400000001.

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48

Taniguchi, Hiromi. "Knowledge and Competitive Advantage." Contemporary Sociology: A Journal of Reviews 34, no. 1 (2005): 31–32. http://dx.doi.org/10.1177/009430610503400119.

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49

SCOTT, BOB. "Competitive advantage through alliancing." Engineering, Construction and Architectural Management 2, no. 2 (1995): 83–92. http://dx.doi.org/10.1108/eb021004.

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Bessant, John. "Competitive advantage through people." Technovation 15, no. 1 (1995): 49–50. http://dx.doi.org/10.1016/0166-4972(95)90005-5.

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