Based on the upper echelons theory, ecofeminist theory, and natural resource‐based theory (NRBV), this study has constructed a relational model between female executives' participation, unethical ...environmental behavior, proactive environmental strategy, and corporate sustainable competitive advantage. The samples include a total of 496 female executives from listed 524 companies in the manufacturing sector in China, and multiple regression methods are used for the analysis. The study showed that female executives' participation had double positive effects on corporate sustainable competitive advantage, which included both the inhibiting effect on unethical environmental behavior and the stimulating effect on proactive environmental strategies. The study also explored the boundary conditions of “conservative” and “proactive” behaviors from the internal and external perspectives of enterprises. But it was shown that the effect would not be further improved when both moderation effects of environmental stakeholder pressure and environmental leadership were higher at the same time. As enterprises' behaviors should match with their capability range, radical behaviors might run counter to their desires.
According to The Guardian, “Professors, programmers and journalists could all be out of a job in just a few years” 1. In North America, long before the pandemic, some high schools (both public and ...private) replaced books and notebooks with laptops. In universities, the students preferred listening to the recordings of the lectures taken on their computers or phones instead of actively taking notes during the classes. Technology has been the topic of many debates among teachers, parents, and students. Seen both advantageous and disadvantageous, technology in the classroom has become indispensable to teaching. Technology has proven to have been the only way out of the pandemic crisis regarding business and education. The trend in the education field in a post-pandemic context resulted from a blend between teaching approaches and technology use. However, in a post-pandemic context, this trend has been seen as one of the central factors leading to an increase in the lack of inperson socialization for youths and a principal distraction from their studies. Moreover, the development of more advanced software (A.I. Bot ChatGPT) has started to influence the teaching process regarding assignments. However, the real question is how and to what extent the use of technology can be advantageous for students today.
Innovation ecosystems are formed by interconnected firms that coalesce in interdependent networks to jointly create value. Such ecosystems rely on the norm of reciprocity—the give-and-take ethos of ...sharing knowledge-based resources. It is well established that an ecosystem firm can increase its competitive advantage by increasing interconnectedness with partners. However, much research has focused heavily on the positive role of inbound openness or ‘taking’ resources from ecosystem partners. The positive role of outbound openness or ‘giving’ resources to ecosystem partners remained less explored and often misunderstood as eroding competitive advantage. We address this gap by first developing a conceptual model about the mediating role of inbound openness and outbound openness in the relationship between a firm’s ecosystem interconnectedness and competitive advantage. We then test this model on a large sample (
n
= 794 managers) from Silicon Valley (USA) and Macquarie Business Park (Australia). Results indicate that outbound openness is a more important mediator than inbound openness for ecosystem firms seeking competitive advantage. Our findings suggest that the effect of outbound openness goes beyond merely generating tit-for-tat reciprocity to generating strategic benefits in their own right. The study adds to knowledge about the ethics of innovation ecosystems by showing that outbound openness to partners improves competitive advantage. Ecosystem firms, thus, do well by doing good when they increase their outbound openness.
This study critically revisits extant perspectives and theories on strategic management (SM) and regional industrial strategy (RIS) and considers the scope for cross-fertilization to mutual ...advantage. Despite an extensive literature on value capture/creation and co-creation strategies in SM, few attempts have explored their relevance to building, and capturing value from, advantages at the regional level. Advocates of place-based approaches to RIS acknowledge the need for commercial potential, hence the need not only to create value but also to capture it in the region. The aim is to go further by exploring the relevance and scalability of SM value-capture strategies to RIS, and by showing how the focus of RIS on sustainability and value creation can benefit SM.
We argue that collective engagement can serve as a unique value‐creation capacity at the business level by linking shared vision and service performance. We also propose that competitive intensity ...will be a market indicator by which management can enhance the effect of shared vision on collective engagement, and indirectly strengthen service performance (through collective engagement). Furthermore, we argue that this distinctive value‐creation capability, embedded in collective engagement, generates competitive advantage; specifically, one that competing organizations will struggle to replicate. We examine our moderated‐mediation model by using a three‐time‐point method derived from five different sources in 198 retail‐service branches. Our findings indicate that collective engagement, fueled by shared organizational vision, improves service performance. Furthermore, as this conditional indirect effect of shared vision on service quality and customer satisfaction was solely generated through collective engagement rather than other mechanisms (i.e., commitment and involvement), it creates a competitive advantage for engagement‐oriented organizations.
The paper applies a variant of the gravity model to test whether there is a positive link between the size of trade flows and the extent to which they follow the pattern of comparative advantage. ...Using UNCTAD's 2016 trade data for every country in the world, and 255 merchandise items, we show that countries trading more with each other tend to follow the patterns of comparative advantages more than countries with smaller mutual trade flows. While smaller trade flows can be easily influenced by business decisions of individual companies or one-off trade contracts going against trade pattern predictions, this is not the case with larger flows. We also find signs that holding trade volume constant, more distant countries trade less than geographically proximate countries, in line with predictions from comparative advantage. The results are valid for the whole database of all country pairs in world trade, but the goodness of fit increases with the number of items these country pairs trade in. The paper is the first insight into the topic and can be expanded to a higher level of disaggregation and more variables in future research.
Multiculturals – individuals with notable cultural knowledge, skills, abilities, and other characteristics (KSAOs) – are widely assumed to contribute to MNE performance leading, ultimately, to global ...competitive advantages. We nuance this general belief by arguing that what matters for an MNE’s competitive advantage is not the employment of multiculturals per se, but rather the MNE’s ability to transform multiculturals’ KSAOs into strategic human capital resources by creating complementarities between KSAOs and emergence-enabling factors. Using a 12-month in-depth ethnographic study over the span of two years in two MNEs, we identified five emergence-enabling factors that enable the transformation of multiculturals’ KSAOs into human capital resources and strategic human capital resources: (1) a global mindset, (2) a differentiated HR architecture, (3) the language policy and practices, (4) team diversity, and (5) multicultural team leadership. We suggested that a global mindset and differentiated HR architecture are emergence-enabling factors that enable the transformation of KSAOs into unit-level strategic human capital resources that are relevant for competitive advantage, while team diversity and multicultural team leadership are emergence-enabling factors that enable the transformation of KSAOs into unit-level human capital resources relevant for performance parity. Finally, the language policy and practices were relevant for both processes.
The role of CSR is recognized world-wide to be able to enhance business performance and became a key strategy to achieve and maintain sustainable competitive advantage. The current research ...investigates empirically the impact of Top Management Support Advantages (TMSA), Price Advantages (PA), Product Development Advantages (PDA), Distribution Advantages (DA) and Marketing Communication Advantages (MCA) on Green Business Performance (GBP) mediated by Green Corporate Image Based Social Corporate Advantages. Deploying Structural Equation Modelling with AMOS software, Non-stratified random sampling with purposive sampling was employed for data collecting. A survey was conducted in Indonesia and Large-Scale Enterprises as the object and Marketing and Operational managers as the unit analysis. The findings suggest that CSR strengthens the relationship among the driving factors on GBP.
This paper explores the possibility of international technology transfer in lieu of trade in a model with absolute and comparative advantage. Countries having absolute advantage in producing a good ...may offer that technology to a potential trading partner against a fee and both the countries might gain depending on the extent of comparative and absolute advantages. Thus, gains from trade might be dominated by gains from technology transfer, and we provide a formal proof and conditions for this possibility. Such an avenue of fruitful exchange remains unexplored in the Ricardian model of trade. Our result extends to the many commodity case.
PDF
