Research Summary
Scholars have long recognized the theoretical and practical implications of firm‐specific human capital. However, we highlight that firm‐specific incentives (i.e., worker incentives ...that provide more utility to workers in the focal firm than similar incentives available at other employers) provide an important pathway to competitive advantages that has not been comprehensively examined in the extant organizational research. We address this gap by (a) defining firm‐specific incentives and showing why they are different from incentive conceptualizations and typologies in the extant literature, (b) articulating potential origins of firm‐specific incentives, and (c) formally proposing the conditions under which firm‐specific incentives facilitate human capital‐based competitive advantages. In so doing, we develop a cohesive theoretical framework of incentive‐based competitive advantage that integrates across multiple literatures.
Managerial Summary
Just as companies differentiate their products by creating unique value for customers, they also create unique value for their employees. Some companies do this by offering employee incentives, perks, and benefits that are highly unique to the company and difficult for other companies to imitate. These unique incentives, perks, and benefits can help these companies to attract, motivate, and retain top talent at a financial discount and, accordingly, can help these companies realize competitive advantages over their rivals.
This study examined the innovation that leads to a competitive advantage in the frozen food business in the context of small-sized and medium-sized enterprises (SMEs). The research process consisted ...of three parts: 1) a literature study; 2) an empirical research study using questionnaires as a data collection tool; and 3) an analysis and conclusion of the research results using exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modelling (SEM). The findings showed that innovation enhanced the advantages in competition via external factors. These external factors were divided into two groups: micro-oriented factors and macro-oriented factors. The external factors at the micro level had more influence on the innovation development of the frozen food businesses than those at the macro level. The results showed that entrepreneurs, especially SME entrepreneurs, need to adapt and readily prepare themselves to face upcoming economic changes, which are about to occur not only at the global level but also at the regional and the country levels. In addition to the internal contexts within the organization, external factors are also important, especially those that will lead to the development of innovation. Innovation will become the strategic tool in this important competition for the improvement, creation, and enhancement of business to create competitive advantages equal to or better than those in foreign countries in order to realize sustainable development.
Bien qu'ils soient conscients de l'importance de se démarquer pour assurer la performance et la longévité de leur organisation, de nombreux dirigeants saisissent mal la notion d'avantage ...concurrentiel. Qui plus est, peu d'organisations savent comment s'y prendre pour développer et tirer profit de ce type d'avantages 1 .
The intensive development and spread of digital technologies in recent years has significantly changed the face of key sectors of the economy and the social sphere. More and more organizations are ...seeking to transfer business processes to the digital environment, thereby significantly reducing transaction costs and significantly increasing the volume of economic activity. A giant, virtually barrier-free, market is emerging on the Internet with truly global competition and very high dynamics of all its elements (companies, products and services, consumers). Under such conditions, the ability to process and analyze large amounts of data becomes an important factor in competitive advantage. The sustainability and prospects for business development are determined by the ability to respond to changing customer needs many times faster than even some 20-30 years ago and quickly bring new products and services to the market through electronic sales channels. Today, the market value of many companies is largely determined by “digital assets” (the size and loyalty of the Internet audience, brand awareness and reputation in cyberspace, etc.).
The main research question of the study is this: Is the firm embedded into ecology, society, and governance (ESG), or vice versa? Using the resource‐based view as a theoretical lens, and stakeholder ...capitalism as a paradigm anchored in the Dashgupat Review, we demonstrate in a panel data over 26 years that at the firm level, the relationship between sustained competitive advantage and the ESG footprint is concave shaped, and the impact inequality multiple gaps of the ESG footprint are 4.75 times the providing capacity of the natural and business environment. To solve the common method variance, endogeneity, and unobserved heterogeneity, system GMM is used as a method in a dataset of US manufacturing firms from 1992 to 2019. At the end, we argue that extant attributes of a resource base for sustained competitive advantage have an inherent flaw anchored in the resource‐based view, as they ignore the “environmental, social, and governance (ESG) friendliness” attribute of a resource. Managers need to rethink the objective of their firms if they want to survive in the new ESG‐friendly economy with stakeholder supremacy.
PurposeThe purpose of this paper is to investigate the role of business analytics and environmental orientation toward green innovation and green competitive advantage. In addition, the study aims to ...explore the mediating role of green innovation in the impact of business analytics and environmental orientation on green competitive advantage.Design/methodology/approachBased upon the theoretical analysis of existing literature, several hypotheses have been developed. Data was gathered using a survey method. The survey was conducted using online portal, 388 valid responses have been processed using SPSS 23.0 and AMOS 23.0 for empirical analysis. Two steps were used, first reliability and validity have been measured. Following this, the authors employed structural equation modeling technique to test hypothetical relationships.FindingsThe results from the authors’ empirical analysis indicate that business analytics and environmental orientation have a pivotal role toward green innovation as well as green competitive advantage. If the results are seen comparatively, then it can be indicated that the role of business analytics is more powerful compared with the environmental orientation. Although environmental orientation is a key factor of green innovation, but its direct role toward green competitive advantage is not so strong. Similarly, to check the other mechanisms, the role of green innovation as a mediator was explored. Empirical findings have established the mediating role of green innovation in the influence of business analytics and environmental orientation on green competitive advantage. Thus, the results confirm a mechanism of green innovation in the impact of business analytics and environmental orientation on green competitive advantage.Practical implicationsThe study captures the attention of decision-makers and highlights that business leaders need to emphasize on business analytics while making managerial decisions related to green innovation and green competitive advantage.Originality/valueFor the first time, this study explored the role of business analytics and environmental orientation together toward green innovation and green competitive advantage. The study adds value to the existing literature and opens new avenues for scholarly research in the area of managerial decision-making.
This study aims at measuring the comparative advantage and competitiveness of the ASEAN-5 (Malaysia, Indonesia, Philippines, Singapore and Thailand) economies in the world market. The current study ...employed four indices of Revealed Comparative Advantage namely Revealed Comparative Advantage index (RCA), LnRCA, Vollrath index (RCA#) and Revealed Symmetric Comparative Advantage index (RSCA). The data for the analysis has been taken from International trade center UN-COMTRADE statistics for the exports of electrical machinery for these selected economies from 2003-2020. The findings of the analysis portray that Malaysia, Philippines, Singapore and Thailand had a comparative and competitive advantage, while Indonesia had a comparative and competitive disadvantage in the electrical machinery in the global economy. This study will be helpful for the policy makers to boost human capital formation and to increase technology transfer and innovation to enhance the competitiveness and comparative advantage.
The authors highlight the need for and develop a framework for engagement by reviewing the relevant literature and analyzing popularpress articles. They discuss the definitions of the focal ...constructs—customer engagement (CE) and employee engagement (EE)—in the engagement framework, capture these constructs' multidimensionality, and develop and refine items for measuring CE and EE. They validate the proposed framework with data from 120 companies over two time periods, and they develop strategies to help firms raise their levels of CE and EE to improve performance. They also observe that the influence of EE on CE is moderated by employee empowerment, type of firm (business-to-business B2B vs. business-to-consumer B2C), and nature of industry (manufacturing vs. service); in particular, this effect is stronger for B2B (vs. B2C) firms and service (vs. manufacturing) firms. The authors find that although both CE and EE positively influence firm performance, the effect of CE on firm performance is stronger. Furthermore, the effect of CE and EE on performance is enhanced for B2B (vs. B2C) and for service (vs. manufacturing) firms.
The authors use panel data constructed from the responses of repeatedly surveyed top managers at 261 companies regarding their firm's market orientation, along with objective performance measures, to ...investigate the influence of market orientation on performance for a nine-year period from 1997 to 2005. The authors measure market orientation in 1997, 2001, and 2005 and estimate it in the interval between these measurement periods. The analyses indicate that market orientation has a positive effect on business performance in both the short and the long run. However, the sustained advantage in business performance from having a market orientation is greater for the firms that are early to develop a market orientation. These firms also gain more in sales and profit than firms that are late in developing a market orientation. Firms that adopt a market orientation may also realize additional benefit in the form of a lift in sales and profit due to a carryover effect. Market orientation should have a more pronounced effect on a firm's profit than sales because a market orientation focuses efforts on customer retention rather than on acquisition. Environmental turbulence and competitive intensity moderate the main effect of market orientation on business performance, but the moderating effects are greater in the 1990s than in the 2000s. PUBLICATION ABSTRACT
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