Purpose This paper aimed to validate the sustainable competitive advantage (SCA) measures in Malaysian electronics manufacturing organizations' context after the post coronavirus disease 2019 (COVID-19) outbreak. Post pandemic sustainability in competitive advantages have become a buzzword for Malaysian electronics industries in facilitating the value chain generation to consumers, besides enhancing profitability to the organization. SCAs are important when the manufacturer can provide something valuable to the market, and it differs from the competitors, especially during the crisis. Design/methodology/approach This study adopted the quantitative research approach in validating the SCA variables. The questionnaires were self-administered and randomly distributed among the electronics manufacturing organizations across Malaysia, with a total of 207 responses. Concisely, this research theoretically conceptualized SCAs as a multidimensional construct containing two dimensions: lower cost advantage (LCA) and differentiation advantage (DFA). Findings Besides, the findings ascertained the strategies to sustain the competitive advantages within an organization, which is underpinned by resource-based theory. In short, findings of this research would be an imperative implication for academicians and organization's policymakers to move forward towards advanced economy and Industrial Revolution 4.0 in the current global competitive environment. Originality/value There is no prescription of attaining competitive advantages that suits all conditions in Malaysian electronics industries; this implies that the literature gaps existed, and further research shall be conducted on SCAs.

Main objective of the research is to develop the field of organizational performance by incorporating a wider scope of flexibility (MFD) aspects than is normally established in the NPD performance (NPP) literature. This survey-based paper is a confirmatory study using the resource-based theory, including 207 respondents with Malaysian electrical and electronics senior executives having mainly involved in development of new products. Five hypotheses were developed and analyzed statistically using multivariate approach. The results provided empirical evidences on how flexibility can be integrated holistically during development of new product. It suggests that successful leaders act as "integrating forces" on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual. The data used in this survey represent self-reporting by mainly the middle or top management in manufacturing organizations. Because of the chosen research approach, the research results may lack generalizability. This study would significantly contribute to the vibrant new product development of E&E manufacturing industries in Malaysia. To further illustrate, this paper includes implications for manufacturing organizations to adapt flexibility in the development of new products. Besides, practitioners would make better decision by indulgencing the relationships, in addition to enable application of concepts in this research to other environment such as oil and gas or food manufacturing companies and the firm's decision makers would benefit from the findings of this research in this highly competitive and dynamic external business environment, in order to remain its competitive advantages over the competitors.

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