A framework for concentric diversification through sustainable competitive advantage

Rijamampianina, Rasoava; Abratt, Russell; February, Yumiko

doi:10.1108/00251740310468031

Cited by 40 publications

(32 citation statements)

References 21 publications

(48 reference statements)

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“…"A firm is said to have a competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential player" (Clulow et al, 2003). To gain competitive advantage a business strategy of a firm manipulates the various resources over which it has direct control and these resources have the ability to generate competitive advantage (Rijamampianina, 2003). Superior performance outcomes and superiority in production resources reflects competitive advantage (Lau, 2002).…”

Section: Competitive Advantagementioning

confidence: 99%

Effect of Core Competence on Competitive Advantage and Organizational Performance

Agha¹,

Alrubaiee²,

Jamhour³

2011

IJBM

120

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In highly competitiveness market core competence has emerged as a central concept for competitive strategy. Core competence is the knowledge set that distinguishes a firm and provides a competitive advantage over others. The main purpose of this study is to investigate the relationship between core competence, competitive advantage and organizational performance. Core competence was measured through three dimensions: shared vision, cooperation and empowerment. Competitive advantage was also measured through flexibility and responsiveness. The proposed model was tested in the context of Paint Industry in the UAE. The survey was administered electronically to a total of 77 managers. Results indicate that it appears to be consistent and reliable scales. Finding indicates that, while core competence has a strong and positive impact on competitive advantage and organizational performance, competitive advantage has also significant impact on organizational performance. Results confirm the varying importance of core competence dimensions on competitive advantage and organizational performance. It has also been found that flexibility have higher impact on organizational performance than responsiveness. To remain competitive and obtain competitive advantages, managers can try to increase organizational performance by managing each dimension of core competence i.e. shared vision; cooperation and empowerment.

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Section: Competitive Advantagementioning

confidence: 99%

Effect of Core Competence on Competitive Advantage and Organizational Performance

Agha¹,

Alrubaiee²,

Jamhour³

2011

IJBM

120

View full text Add to dashboard Cite

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“…It has to be noted that a profit is gained through sales incomes results from customer purchase (Rijamampianina et al, 2003;Thompson et al, 2012).…”

Section: Financementioning

confidence: 99%

The effect of resource based view on sustainable capability advantage

Jafari¹,

Rezaee²

2014

10.5267/j.msl

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Nowadays, it is important to achieve and to sustain an organization's competitive advantage in complex environments. This paper evaluates different concepts that have led to such benefits. The study sheds light on resource based view (RBV) and its role to reach sustainable competitive advantage (SCA) within banking industry of Iran. A valid research instrument was utilized to conduct a survey of 150 top-and middle-level managers from Mellat bank of Iran. With a response rate of 81.3 percent, 122 questionnaires were returned while a number of valid and usable questionnaires were 101. In order to determine validity of questionnaire, the content validity and Cronbach's alpha were used to determine the reliability of the questionnaire (RBV questionnaire 0.934, SCA questionnaire 0.843). The study utilized structural equation modelling, and a series of exploratory and confirmatory factor analyses and they tested the integrated model of MKM and SCA. Statistical support was found for the hypothesized relationships. Moreover it has been shown that RBV had the greatest effect on the market centered SCA, while it had the least influence on the financial centered. The findings offer valuable insights on the generalizability of MKM in a research setting. Structural equation modeling has been implemented and the study also used freedman test to rank the factors and the results show that tangible assets was the most important factor (0.71), followed by intangible assets (0.70), human resource capability (0.69), executive capability (0.64) and management capability (0.62) was the last important factor.Growing Science Ltd. All rights reserved. 4

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“…In other words, they could concentrate on one specific technological field to raise their specialization to enhance their competitive advantages (Rijamampianina et al 2003). However, companies could enter different technological fields to develop new technologies or related knowledge.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Using the entropy-based patent measure to explore the influences of related and unrelated technological diversification upon technological competences and firm performance

Chen

Chang

2011

Scientometrics

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This study applies the entropy-based patent measure to explore the influences of related technological diversification (RTD) and unrelated technological diversification (UTD) upon technological competences and firm performance. The results show that RTD has a monotonically positive effect on technological competences and UTD has an inverse U-shaped effect on technological competences. Besides, the results demonstrate that the extent of the positive influence of RTD upon technological competences is better than that of UTD upon technological competences. If American pharmaceutical companies would like to adopt technological diversification, this study suggests that they should undertake RTD, rather than UTD. In addition, this study finds out that technological competences mediate the relationship between firm performance and both of RTD and UTD. Although RTD and UTD cannot significantly influence firm performance directly, they can positively affect firm performance indirectly through technological competences.

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A framework for concentric diversification through sustainable competitive advantage

Cited by 40 publications

References 21 publications

Effect of Core Competence on Competitive Advantage and Organizational Performance

Effect of Core Competence on Competitive Advantage and Organizational Performance

The effect of resource based view on sustainable capability advantage

Using the entropy-based patent measure to explore the influences of related and unrelated technological diversification upon technological competences and firm performance

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