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Relevant bibliographies by topics / Competitive advantages

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Academic literature on the topic 'Competitive advantages'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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Journal articles on the topic "Competitive advantages"

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Kharaishvili, Eter, Badri Gechbaia, and Gela Mamuladze. "Vegetable market: competitive advantages of Georgian product and competition challenges." Innovative Marketing 14, no. 3 (November 8, 2018): 8–16. http://dx.doi.org/10.21511/im.14(3).2018.02.

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The paper evaluates the level of competition on the vegetable market. Based on the analysis of the production development trends and resource potential, dynamics and ratio of export and import of agricultural products, including vegetables are presented; dynamics of self-sufficiency ratio of these products is studied; challenges of food security and competitive advantages of Georgian vegetables are identified.The article concludes that the country has a significant potential for exporting vegetables both to the countries of Europe and Middle East. The paper discusses the factors that hinder export of vegetables; in addition, the ways for reducing dependency on seasonality, opportunities for the development of modern greenhouses and mechanisms for supplying goods to customers all year round are suggested.On the basis of analyzing the level of competition on the vegetable market, vegetable business is considered as monopolistic. In addition, it is calculated that, currently, local vegetables products account for only 75% of the market.The paper evaluates the outcomes of high market power caused by monopoly in vegetable business; the impact of market power on pricing mechanism and the welfare of population is determined. In accordance with the problems identified, conclusions are made and recommendations for solving these problems are suggested.

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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 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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Katsikeas, Constantine S. "Export Competitive Advantages." International Marketing Review 11, no. 3 (June 1994): 33–53. http://dx.doi.org/10.1108/02651339410067049.

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Webster, D. G. "Leveraging Competitive Advantages." Journal of Environment & Development 16, no. 1 (March 2007): 8–31. http://dx.doi.org/10.1177/1070496506298187.

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Contrary to expectations, fishing countries have established relatively effective management plans for a few international fisheries. The model described in this article explains how such multilateral regulation can evolve in spite of strong political and economic barriers to cooperation. Qualitative cases from the International Commission for the Conservation of Atlantic Tunas were used to test the model. Although there was not enough political will to maintain stocks at sustainable levels, fishing countries developed successful rebuilding plans for some overfished stocks. Developing countries played a critical role in this arena because the growth of their fleets provided incentives for developed countries to prefer stronger management. When powerful countries with high costs of production began to lose market share under open access, they turned to negotiated access rights in order to protect their fleets. This system also benefited developing countries when they garnered concessions and side payments for their cooperation.

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Goncharov, Yuriy, and Olena Kupper. "MANAGEMENT OF ENTERPRISE COMPETITIVE ADVANTAGES." Economic Analysis, no. 27(1) (2017): 178–81. http://dx.doi.org/10.35774/econa2017.01.178.

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In conditions of current competition it is extremely difficult to retain market positions which were acquired. Achievement of competitive advantage by the enterprise is one of the most important categories of market economy. It can characterize the company's ability to timely and efficiently adapt to the conditions of external market environment that can rapidly change, to resist the economic crisis phenomena, to survive and develop. The essence of the concepts "competitiveness" and "competitive advantage" are considered in the article. The definition of "competitive enterprise" is proposed. The main approaches to the management of enterprise competitiveness in the modern world are analysed. In the article the "Conceptual model of sustainable competitive advantage" by IA Kuznetsov is shown. This model demonstrates that sustainable competitive advantages are formed at the intersection of using external and internal opportunities of unique properties of enterprise. These properties are expressed through industry success factors and key capabilities of the organization. The article examines the types of competitive advantages according to the forms of origin and manifestation (internal and external). It is concluded that the main demand of modern enterprise management competitiveness is the scientific study of strategic competitive advantages and maintaining the achieved position for a long time.

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Pugachevska, Kateryna, and Mykola Gomba. "GENESIS OF ESSENCE OF ENTERPRISE COMPETITIVE ADVANTAGES." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 113–18. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-113-118.

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MPETITIVE ADVANTAGES The article determines, that the problems of competitive advantage formation will always be relevant for enterprises operating in a market economy. It has been established, that at this stage of development of the global economic system the ability to generate competitive advantages ensures the further development of enterprises in general. Therefore, the study of approaches to the formation of sustainable competitive advantages is of particular relevance for modern enterprises. It has been determined, that more in-depth consideration requires some aspects of competitive advantage formation in the enterprise, in particular, their identification, concretization of stages, mechanisms of formation and opportunities for development of competitive advantages in the changing competitive environment. The purpose of the article is theoretical research of the genesis of competitive advantages theory and identification of key features of the modern stage of its development. The article discusses and generalizes approaches to determining the competitive advantages of enterprises. The main characteristics and possibilities of ensuring the enterprise competitiveness have been highlighted. The content of the concept of "competitive advantage" has been disclosed. The factors of formation of enterprise competitive advantages in the conditions of changing external environment have been researched. The place and role of competitive advantages in the system of competitive relations have been determined. Causal relationships between the interconnected concepts "competitive advantage" and "competitiveness" have been established. The role of competitive advantages in ensuring the competitiveness of the enterprise has been shown, their essence has been revealed. The expediency of taking into account the competitive advantages of enterprises has been justified, taking into account the real conditions of their activity. There are five stages: “factor”, “cost”, “quality”, “adaptive” and “innovative” in the evolution of key sources of competitive advantage. Features of formation and use of competitive advantages of the trading enterprise have been given. It has been emphasized, that the peculiarity of entrepreneurial activity in trade is that there is essentially a "lower" entry barrier to the industry, which in practice means, that there is a real threat of new competitors. The degree of entry barrier into the industry is determined by a number of reasons: the dominant type of production organization, the level of industry cost, the level of product standardization, the level of diversification, the availability of distribution channels, the need for additional capital investments, the organization of an existing supply system. It has been established, that the enterprises need to develop Науковий вісник Мукачівського державного університету, 2020 118 their own unique abilities, which in combination with resources become the basis of the enterprise strategy and provide it with the formation of competitive advantages. It has been substantiated, that competitive advantage is possible through the implementation of a competitive strategy. The competitiveness of the enterprise characterizes its existence in the market, it allows to evaluate the current and future state, to select different variants of management decisions (alternatives), that ensure the transition from one state to another. New requirements for of competitive advantages formation by business entities are put forward above all by the current stage of development of the global economic space. Economic globalism and continuous internationalization of life are accompanied by the rapid development of the information market, the global knowledge market and the intensification of competition in all spheres of management. The priority is the formation of the most stable competitive advantages (higher level advantages), which provide competitiveness in the long run, using competitive advantages, strengthening the market position, increasing opportunities for strategic development of the enterprise in the future. Keywords: competitive advantages, competitive strategy, trade enterprise, competitiveness, consumer, marketing, value.

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Miraza, Zuwina, and Hafriz Rifki Hafas. "Dampak Sumber Daya VRIN terhadap Keunggulan Bersaing dan Kinerja (Studi pada UKM di Medan)." Jurnal Manajemen dan Organisasi 6, no. 2 (June 3, 2016): 91. http://dx.doi.org/10.29244/jmo.v6i2.12241.

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<p><em>In order to achieve positive performance growth in this era of global competition, Small Medium Enterprises (SMEs) must have sustainable competitive advantages. Competitive advantages can be obtainedif SME have Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources. Therefore this research aimed to study the effects of VRIN resources to competitive advantages and performance. The subjects of this study was 187 SMEs listed in Cooperation Office and SME of Medan. Using path analysis, the obtained result shows that rareness gave direct effects to performance and in-immitable gave indirect effects to performance through competitive advantages as intervening.</em></p><em>Keywords: VRIN, competitive advantage, performance, small medium enterprises</em>

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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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Clarry, John W. "Innovation and National Competitive Advantages in Global Competition." Journal of Euromarketing 3, no. 3-4 (August 18, 1994): 37–76. http://dx.doi.org/10.1300/j037v03n03_04.

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Novita, Dian, and Nurul Husna. "COMPETITIVE ADVANTAGE IN THE COMPANY." TECHNOBIZ : International Journal of Business 3, no. 1 (April 30, 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 the benefit of competitive advantages for the company. The method of this study is content analysis. This research is different from the previous one, it is present the competitive advantages in orderly, that has never been researched in advance and especially investigating competitive advantages. This paper result some propositions related to the competitive advantages concept. From this this research we can conclude the three things firstly, competitive advantages are rooted in superiority in performance, finance, and market positioning. And secondly, competitive advantages can create an added value for a company. Thirdly, competitive advantages suggest the meaning of the company’s having an excellent position relative to its competitors. The drawback of this research is incompleteness of the definition of competitive advantages which occurs every year

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Dissertations / Theses on the topic "Competitive advantages"

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Trachuk, V., and Yu Pilipenko. "Competitive advantages." Thesis, КНУТД, 2016. https://er.knutd.edu.ua/handle/123456789/5029.

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Wan, Feng. "Converting country-specific advantages into firm-specific advantages : a new perspective on developing and sustaining competitive advantage in emerging markets." Thesis, University of Cambridge, 2013. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.648274.

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蕭明 and Man Sieu. "Competitive strategies and the sources of competitive advantages of airline business." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269205.

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Sieu, Man. "Competitive strategies and the sources of competitive advantages of airline business /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19874911.

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Alves, Nelson Miguel Jacinto. "Competitive advantages as source of excess stock returns." Master's thesis, Instituto Superior de Economia e Gestão, 2011. http://hdl.handle.net/10400.5/3750.

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Mestrado em Finanças<br>The perspectives assessment of any given company is a vital step to the efficiency of the valuation process. A correct assessment will result in the definition of assumptions that will lead to better valuation results. Wrong conclusions are frequently taken because a bad assessment was made and this is the result of the lack of a proper framework that guides the analysis of company perspectives. To solve this problem we decided to use strategic management theory and test the relation between stock returns and competitive advantages relevant for a given industry. We applied this method to the Steel Industry and tested it statistically. The results showed us that, generally, improvements in the operational efficiency, measured by the first differences in gross margin, provide excess returns. This results show us that the use of Competitive Advantages to select portfolios, in the Steel Industry, yields better than average returns.<br>A avaliação das perspectivas para uma determinada empresa é um passo critico no processo de valorização de uma acção. Uma correcta avaliação resulta na definição de um conjunto de pressupostos que levarão a uma avaliação mais precisa. Analises erradas levam a conclusões erradas e são resultado da falta de um quadro orientador que direccione o estudo das perspectivas das empresas em causa. Para resolver este problema decidimos recorrer à teoria da gestão estratégica e testar a relação entre rendibilidades de acções e Vantagens Competitivas relevantes em determinada indústria. Aplicámos este método à Industria Siderúrgica e realizamos testes estatísticos. Os resultados mostram-nos que, na generalidade, melhorias na eficiência operacional, medida através das primeiras diferenças da margem bruta, oferece retornos acima da taxa de retorno sem risco. Estes resultados mostram-nos que a selecção de portfolios, utilizando Vantagens Competitivas, permitem-nos obter retornos acima da média.

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Nagy, Szabolcs, and P. G. Pererva. "The formation of competitive advantages of intellectual technology." Thesis, Інститут науково-дослідницький Люблінського парку науково-технологічного, 2018. http://repository.kpi.kharkov.ua/handle/KhPI-Press/39468.

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HÄHLE, GUSTAV. "SUSTAINABLE COMPETITIVE ADVANTAGES IN THE INDUSTRY OF MOBILE GAMBLING." Thesis, KTH, Nationalekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-199209.

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This study investigates how firms in the mobile gambling industry can develop long-term competitive advantages through utilizing firm specific resources and capabilities. The aim of this research is to connect classical theoretical knowledge with the challenges the modern industry of mobile gambling is facing. Earlier research within the subject are limited, however previously findings indicates that fast response time, logic site mapping and security are important factors when consumer are choosing supplier for mobile gambling. Data is collected through a consumer survey and interviews with three industry experts, moreover; a theoretical framework from previously conducted research are underpinning the study. The results show that firms should focus internal resources and capabilities to develop a superior technology. A superior technology can generate numerous of competitive advantages, as well as working as a leverage effect in other areas. Moreover, superior technology will also likely be sustainable over time by being governed by isolating mechanisms. Lower price is discussed as a competitive advantage in the mobile industry, however findings indicates several of long run negative effects enabled through a lower price. Future research needs to investigate how customization and dynamic offerings can optimize a firm’s profit. Future research should also investigate what kind of negative effects mobile gambling could have on the social welfare in terms of total effects.

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Mao, Zhaoanjian, and Ni Mo. "The most important competencies in Haier Logistics." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-16911.

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Competence building of a corporation is a vital choice for a third-party logistics (TPL) provider for it to face drastic challenges, and the issue of competence building has attracted the attention of both academic and business communities. The purpose of this thesis is to investigate how an appliance maker can build TPL competence, and the research questions of the thesis are as follows: (1) What are the main factors in building the competence of a TPL enterprise? (2) What are the advantages of building logistics-related competence for Haier Logistics? (3) How important is logistics competence for Haier? By applying a qualitative research method, the present study takes Haier Logistics as a case, a subsidiary of the Haier Group, which provides logistics services not only for all the companies within the group but also for other companies as a TPL services enterprise. The study identifies the main factors in building up logistics competence, the advantages of such competence, and the importance of such competence. The authors of the present paper have found out that six factors—namely, the integration capacity, the operation capacity of logistics, the innovation ability of logistics, the operation capacity of information technology, the marketing ability in logistics markets, and the capability of building logistics brand—are vital for Haier Logistics.

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Rocha, António João. "Estratégias de internacionalização na indústria cerâmica." Master's thesis, Universidade Portucalense, 2015. http://hdl.handle.net/11328/1534.

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Dissertação de Mestrado em Gestão.<br>O presente Relatório de Atividade Profissional pretende contribuir para perceber o que torna certas empresas mais competitivas do que outras no seu processo de internacionalização e o impacto que este, baseado em vários fatores de competitividade e características empresariais e regionais, pode ter na construção de vantagens competitivas e no desempenho geral das empresas. Michael Porter (1990) defende que uma empresa só deve avançar para a internacionalização e consequente expansão quando a sua posição está bem definida dentro do seu próprio país. Só quando a empresa tiver vantagem competitiva perante os seus concorrentes internos é que deve tentar conquistar o mercado externo. Para isso ocorrer de uma forma sustentável, a empresa deve estar bem estruturada e deve conhecer a sua própria situação financeira e os seus limites (Porter, 1990). O presente Relatório de Atividade Profissional, elaborado no âmbito do Mestrado em Gestão da Universidade Portucalense, tem como objetivo apresentar uma análise ao tema da internacionalização empresarial e sua aplicabilidade em contexto real, através da experiência profissional enquanto Area Manager de uma empresa exportadora - a Recer. Para o efeito, parte da revisão de literatura apoia-se numa abordagem integrada que possibilite uma compreensão geral no desempenho internacional das empresas. Na segunda parte do Relatório é apresentada a atividade profissional desenvolvida no âmbito da internacionalização da empresa Recer. Assim, os objetivos específicos deste Relatório são a análise (1) da importância e formas da internacionalização, (2) da estrutura dinâmica da empresa Recer no processo da sua estratégia de internacionalização e (3) da perspetiva do Area Manager. Assim, analisa-se aqui o caso de uma empresa portuguesa e de que forma as teorias e modelos de internacionalização se podem concretizar na prática.<br>This Report intends to contribute to understand what makes a company more competitive than others in its internationalization process and the impact that it can have in building competitive advantage and in the overall business performance, based on various competitive factors and regional characteristics. Michael Porter (1990) supports that a company should only advance to internationalization and consequent expansion when its position is well defined within its own country. Only when the company has competitive advantage over its domestic competitors should it try to conquer the foreign market. For this to occur in a sustainable way, the company should be well structured and should also know its own financial situation and its limits. This Report, elaborated as part of the Master in Management at Universidade Portucalense, has as main goal presenting an analysis to the subject of business internationalization and its application in a real context, through the professional experience of the author as Area Manager in a Portuguese exporting company – Recer. The literature review is based on an integrated approach enabling the general understanding of the company’s international performance. In the second part of this Report is presented the professional activity developed in the internationalization process of the company. Thus, the specific objectives of this Report are the analysis of (1) the importance and different modes of internationalization, (2) the dynamic structure of the company Recer in its internationalization process and (3) the Area Manager’s perspective. From a practical point of view there are several modes of firms’ internationalization. Hereby, it is analyzed the case of a Portuguese company and how theories can be implemented in practice.<br>Orientação: Prof. Doutora Cláudia Carvalho.

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Grube, Christian. "Measuring the immeasurable : valuing patent protection of knowledge-based competitive advantages /." Wiesbaden : Gabler, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=017728731&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Books on the topic "Competitive advantages"

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Šarić, Saša. Competitive Advantages through Clusters. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0.

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Dess, Gregory G. Strategic management: Creating competitive advantages. 5th ed. New York: McGraw-Hill Irwin, 2010.

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Assauri, Sofjan. Sustainable competitive advantages: Strategic management. Jakarta: Lembaga Management, Fakultas Ekonomi, Universitas Indonesia, 2011.

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Dess, Gregory G. Strategic management: Creating competitive advantages. 5th ed. Boston: McGraw-Hill Irwin, 2010.

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T, Lumpkin G., ed. Strategic management: Creating competitive advantages. Boston, Mass: McGraw-Hill/Irwin, 2003.

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T, Lumpkin G., and Taylor Marilyn L, eds. Strategic management: Creating competitive advantages. 3rd ed. Boston: McGraw-Hill/Irwin, 2007.

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T, Lumpkin G., and Eisner Alan B, eds. Strategic management: Creating competitive advantages. 5th ed. Boston: McGraw-Hill Irwin, 2010.

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Dess, Gregory G. Strategic management: Creating competitive advantages. 5th ed. New York: McGraw-Hill Irwin, 2010.

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Theodoros, Peridis, and Lumpkin G. T, eds. Strategic management: Creating competitive advantages. Toronto: McGraw-Hill Ryerson, 2006.

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T, Lumpkin G., and Eisner Alan B, eds. Strategic management: Creating competitive advantages. 4th ed. Boston: McGraw-Hill/Irwin, 2008.

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Book chapters on the topic "Competitive advantages"

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Santalainen, Timo. "Sustainable Strategizing: Extending Competitive Advantages to Viability Advantage." In Rethinking Strategic Management, 87–104. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-06014-5_5.

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Šarić, Saša. "Introduction." In Competitive Advantages through Clusters, 1–9. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_1.

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Šarić, Saša. "Current State of Knowledge on how Clusters Enable Firms to Create Competitive Advantages." In Competitive Advantages through Clusters, 11–62. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_2.

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Šarić, Saša. "Theoretical Model of Internal Characteristics to Create Competitive Advantages through Clusters." In Competitive Advantages through Clusters, 63–95. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_3.

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Šarić, Saša. "Case Study to Identify Skills that make up a Firm’s Cluster-Capability." In Competitive Advantages through Clusters, 97–145. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_4.

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Šarić, Saša. "Empirical Analysis of the Internal Characteristics and their Influence on Firm Performance." In Competitive Advantages through Clusters, 147–95. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_5.

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Šarić, Saša. "Recommendations for Implementing the Identified Internal Characteristics into Organizational Reality." In Competitive Advantages through Clusters, 197–202. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_6.

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Šarić, Saša. "Conclusion." In Competitive Advantages through Clusters, 203–8. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3554-0_7.

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Homburg, Christian, Heiko Schäfer, and Janna Schneider. "Competitive Advantages: Quicker, Higher, Farther. . ." In Sales Excellence, 41–44. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29169-2_3.

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Getty, Paul M. "Slide 6: Unique Competitive Advantages." In The 12 Magic Slides, 133–42. Berkeley, CA: Apress, 2014. http://dx.doi.org/10.1007/978-1-4302-6485-9_13.

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Conference papers on the topic "Competitive advantages"

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Karmagatri, Mulyani, Mochammad Haldi Widianto, Rachmi Kumala Sari, Aris Darisman, Hazmilah Hasan, and Isma Addi Jumbri. "The Competitive Advantages of the Malaysian Batik Workshop." In 2024 IEEE 4th International Conference on ICT in Business Industry & Government (ICTBIG), 1–4. IEEE, 2024. https://doi.org/10.1109/ictbig64922.2024.10911223.

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Lin, Shiow-Ching. "ECTFE Powder Coating Advantages for Corrosion Protection." In CORROSION 2006, 1–10. NACE International, 2006. https://doi.org/10.5006/c2006-06555.

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Abstract A protective coating is applied to resist chemical attacks including corrosion to a substrate. Two basic aspects, chemical inertness and permeation resistance, of the coating are therefore important. ECTFE has been successfully used as a coating to protect metal substrates in corrosive environment for years. ECTFE develops an ultimate adhesion strength on metal substrates greater than its break strength, when it is applied properly. Without primer, ECTFE coating still develops similar adhesion strength at a slower rate. The bulkier chlorine atom provides a higher barrier energy for segmental movement and, therefore, gives a molecule with higher rigidity. This increased rigidity gives ECTFE an increased heat distortion temperature, a reduced thermal expansion coefficient, and an improved resistance to chemical permeation. The superior surface smoothness of ECTFE coating further enhances its chemical resistance by not allowing exhaust fumes to anchor mechanically on the coating surface. In addition, the ECTFE coating has greater flame resistance than competitive coatings. ECTFE coating can be applied as thick as 120 mils when a correct fabrication process is used. The increased thickness certainly further improves the resistance of chemical permeation.

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Stolyarchuk, Valentyna. "CATEGORIES OF COMPETITIVE ADVANTAGES." In The results of scientific mind's development: 2019. 유럽과학플랫폼, 2019. http://dx.doi.org/10.36074/22.12.2019.v1.01.

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Baharuddin, Mr, Donna Sampaleng, Ms Marislinda, Diah Yuli Sugiarti, and Rhini Fatmasari. "Competitive Advantages of Lecturers." In Proceedings of the 1st International Conference on Social Sciences (ICSS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icss-18.2018.310.

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Sánchez, José Luis, and Agustin Yagüe. "Competitive advantages of the ERP." In the 11th International Conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1961258.1961284.

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Gao, Jingmei. "Networks as Sources of Competitive Advantages." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.47.

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Jun, Jiang, Wu Lan-Fen, and Wu Qiu-ming. "Competitive Advantages of Patent Platform Strategy." In 2006 IEEE International Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/iemc.2006.4279814.

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Belyakova, Galina, Vyacheslav Avramchikov, Viktor Prokhorov, Alexander Timokhovich, and Margarita Karaseva. "Digital cluster: Opportunities and competitive advantages." In PROCEEDINGS OF THE IV INTERNATIONAL CONFERENCE ON ADVANCES IN SCIENCE, ENGINEERING, AND DIGITAL EDUCATION: ASEDU-IV 2024, 060019. AIP Publishing, 2025. https://doi.org/10.1063/5.0258158.

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Ion, Popa, Ceptureanu Sebastian, Dobrin Cosmin, and Ceptureanu Eduard. "Romanian SME' Strategies, Policies and Competitive Advantages." In 2009 International Association of Computer Science and Information Technology - Spring Conference. IEEE, 2009. http://dx.doi.org/10.1109/iacsit-sc.2009.137.

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Robertson, Kevin. "Implementing Competitive Advantages through Emerging Wireless Technologies." In SAE 2007 Commercial Vehicle Engineering Congress & Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2007. http://dx.doi.org/10.4271/2007-01-4201.

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Reports on the topic "Competitive advantages"

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Klochko, E. N., and V. Yu Saprykina. COMPETITIVENESS AND COMPETITIVE ADVANTAGES OF KRASNODAR KRAI IN THE INTERNATIONAL COOPERATION. ООО «Электронные издательские технологии», 2015. http://dx.doi.org/10.18411/2015-11-004.

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Peterson, Dahlia, Kayla Goode, and Diana Gehlhaus. AI Education in China and the United States: A Comparative Assessment. Center for Security and Emerging Technology, September 2021. http://dx.doi.org/10.51593/20210005.

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A globally competitive AI workforce hinges on the education, development, and sustainment of the best and brightest AI talent. This issue brief compares efforts to integrate AI education in China and the United States, and what advantages and disadvantages this entails. The authors consider key differences in system design and oversight, as well as strategic planning. They then explore implications for the U.S. national security community.

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Vandendriessche, Marie, ed. Policy Brief 6: Harnessing the EU’s Comparative Advantages in Conflict Management. EsadeGeo. Center for Global Economy and Geopolitics, March 2024. https://doi.org/10.56269/202403/mv.

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The EU must capitalise on its unique strengths in a highly competitive global arena. Its comparative advantages lie in areas where it has ample experience, know-how, legal competence, and institutional capacity. This policy brief offers recommendations to harness these strengths in conflict prevention, mediation and resolution. By doing so, the EU will be able to act more proactively, assertively and effectively on the international stage. 1. Leverage the expertise of EU agencies for external action The European Commission and the EEAS should further involve EU agencies - particularly those with traditionally internal mandates like the European Institute for Gender Equality (EIGE) - in shaping the EU’s foreign policy. This integration would ensure that domestic achievements and know-how inform and enhance the EU’s external role in conflict management. 2. Empower and expand the corps of EU Special Representatives The Council and the EEAS should bolster the EU’s diplomatic front by relying to a greater extent on EU’s Special Representatives (EUSRs) for thematic areas, countries and regions, and particular crises. This would be both cost-effective and strategic. It would heighten EU presence and influence in key crisis zones and policy areas, such as human rights advocacy. Enhanced visibility and streamlined coordination between EUSRs - and special envoys - would reaffirm the EU’s commitment to tackling regional and global challenges head-on. 3. Intensify support for civil society engagement The European Commission, in collaboration with the EEAS and EU delegations, needs to prop up national and local civil society organisations as part of its conflict management activities. By providing these groups with the necessary tools and support, the EU would help them effectively address the multifaceted aspects of conflict management. The comprehensive participation of civil society would advance the EU’s objectives in gender mainstreaming, economic development and environmental protection. Moreover, it would accommodate EU policies to the realities of those they impact the most. It is imperative for EU actions to be shaped by and for the communities they serve, ensuring relevance, sustainability, and mutual respect in peacebuilding efforts.

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Saavedra-Rivano, Neantro, Manuel R. Agosin, and Pablo Rodas Martini. The Emergence of China: A View from Central America. Inter-American Development Bank, October 2004. http://dx.doi.org/10.18235/0008720.

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This study covers the impact of the emergence of China on Central American economies, with special emphasis on Guatemala and Honduras. The issue of the China¿s impact is generally approached from the standpoint of threats hovering over the economies of Central America (and of others in Region 2, such as Mexico and the Dominican Republic), without noting that the rapid growth and great openness of the Chinese economy also present new potentialities that the countries of the region could turn to their own advantage. This study presents analyses and recommendations for enhancing the competitive advantages already developed by Central American countries, particularly in the apparel and textiles sector, and others envisioned as possible, vis-à-vis the challenges that they face from the strong competitiveness of Chinese industries. But it also considers how to take advantage of the new opportunities offered by the Chinese market for exports of the region¿s goods and tourist services, and also the policies needed to begin to attract direct investment from that country.

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Al-Balawi, Ahmed, Jitendra Roychoudhury, Yagyavalk Bhatt, Dongmei Chen, Caitlin McKennie, and Ian Lange. Opportunities From Saudi Mineral Resources – A Domestic Supply Perspective. King Abdullah Petroleum Studies and Research Center, March 2025. https://doi.org/10.30573/ks--2025-dp11.

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Saudi Arabia’s mineral sector, long recognized as the third pillar of its economy alongside oil and petrochemicals, is becoming increasingly vital due to the global demand for minerals essential for the clean energy transition. Understanding the domestic and international implications of growing demand for these resources is crucial as the Kingdom seeks to secure developmental and competitive advantages through its mineral wealth. Saudi Arabia’s accelerated exploration programs, supported by extensive geological surveys covering 600,000 km² of the Arabian Shield, aim to unlock commercially viable deposits and attract significant foreign direct investment.

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Dini, Marco, Carlos Guaipatín, and Gonzalo Rivas. Promoting Productive Integration in Latin America and the Caribbean: Suggestions for Project Preparation. Inter-American Development Bank, September 2005. http://dx.doi.org/10.18235/0008871.

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This paper reviews, analyzes, and documents the current IDB experience in "productive integration" logic, in order to generate a pool of useful knowledge that will contribute to improving the design and implementation of future projects. This logic is based on the assumption that, by cooperating with each other and with public and private institutions, enterprises can develop competitive advantages that would be impossible to achieve in isolation. In addition, central, regional and local governments, working in partnership with the private sector, can better focus their policies and their resources, thus increasing both the cost-effectiveness and the impact of their efforts.

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Gerras, Stephen J., and Murf Clark. Effective Team Leadership: A Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, August 2011. http://dx.doi.org/10.21236/ada595113.

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Nissen, Mark E. CyberKM: Harnessing Dynamic Knowledge for Competitive Advantage through Cyberspace. Fort Belvoir, VA: Defense Technical Information Center, November 2010. http://dx.doi.org/10.21236/ada533955.

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Casella, Alessandra, and Sébastien Turban. Democracy Undone. Systematic Minority Advantage in Competitive Vote Markets. Cambridge, MA: National Bureau of Economic Research, November 2012. http://dx.doi.org/10.3386/w18573.

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Boykin III, Robert E., Peter A. Zampino, Robert C. Graham, and Andrew D. Fraser. Beyond the Moment: The Key to Renewable Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, July 1997. http://dx.doi.org/10.21236/ada336826.

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