Competitive dynamics in an emerging economy: Competitive pressures, resources, and the speed of action

Yang, Wei; Meyer, Klaus E.

doi:10.1016/j.jbusres.2014.11.012

Cited by 42 publications

(36 citation statements)

References 72 publications

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“…However, they indicated that this factor is strictly linked with the industry, and is highly project-dependent. For the majority of managers (12), dynamic (changing) knowledge is essential for BDA. Attention should be also paid to the high position of unstructured data, including social network data.…”

Section: The Data/knowledge Aspect In the Tbdmmmentioning

confidence: 99%

“…In the contemporary global economy, the velocity dimension of big data is particularly important, as the speed at which an organization takes action is critical to its gaining a sustainable competitive advantage. Organizations have to respond in almost real time to emergent challenges and opportunities [12]. For this reason, real-time big data analytics has gained importance.…”

Section: Introductionmentioning

confidence: 99%

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A Conceptual Framework for Assessing an Organization’s Readiness to Adopt Big Data

Olszak

Mach‐Król

2018

Sustainability

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The main aim of this paper is to provide a theoretically and empirically grounded discussion on big data and to propose a conceptual framework for big data based on a temporal dimension. This study adopts two research methods. The first research method is a critical assessment of the literature that aims to identify the concept of big data in organizations. This method is composed of a search for source materials, the selection of the source materials, and their analysis and synthesis. It has been used to develop a conceptual framework for assessing an organization’s readiness to adopt big data. The purpose of the second research method is to provide an initial verification of the developed framework. This verification consisted of conducting qualitative research with the use of an in-depth interview in 15 selected organizations. The main contribution of this study is the Temporal Big Data Maturity Model (TBDMM) framework, which can help to measure the current state of an organization’s big data assets, and to plan their future development with respect to sustainability issues. The proposed framework has been built over a time dimension as a fundamental internal structure with the goal of providing a complete means for assessing an organization’s readiness to process the temporal data and knowledge that can be found in modern information sources. The proposed framework distinguishes five maturity levels: atemporal, pre-temporal, partly temporal, predominantly temporal, and temporal, which are used to evaluate data/knowledge, information technology (IT) solutions, functionalities offered by IT solutions, and the sustainable development context.

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Section: The Data/knowledge Aspect In the Tbdmmmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Conceptual Framework for Assessing an Organization’s Readiness to Adopt Big Data

Olszak

Mach‐Król

2018

Sustainability

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“…On the other hand, researchers (Armstrong & Green, 2007;Mische, 2001;Kay, 1993;Woo & Cooper, 1983) suggest that market share is not the main indicator of Þ rm performance, and a small market share can also be the source of Þ rm proÞ tability. Despite the above-mentioned opposing results, we can be sure that market share is relevant and that a declining market share alerts Þ rms to quickly react in order for the Þ rm to regain its position or develop it in new markets (Yang & Meyer, 2015). It describes the position of a Þ rm within an industry and can be explained as a function of the Þ rm's internal and external factors.…”

Section: Dependent Variablementioning

confidence: 99%

“…By using different technological capabilities, Þ rms cover different geographical areas in the country. This enables them to create speedy actions that have positive inß uence on product/market Þ rm activity (Yang & Meyer, 2015). We counted a number of technological solutions Þ rms applied in a certain time period.…”

Section: Moderating and Control Variablesmentioning

confidence: 99%

Competitive action repertoire in the telecommunications industry

Tipurić

Barun

2020

Ekon. pregl. (Online)

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Our paper describes how competitive action repertoire concept and the external regulatory environment influence the performance of a firm in the regulated telecommunications sector. Based on panel data of 103 firms across Europe that provide fixed broadband Internet to end customers during the time period of 3 years, results indicate that aggressiveness and the complexity of an offer have a positive relationship with market share growth. Contrary to widespread views, we find that the most aggressive firms in the market in fact lose market share on a year-on-year basis. Our results suggest that complexity and aggressiveness have a positive relationship with changes in market share gains and that the effects hold for non-regulated firms, but not for regulated ones.

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“…Conventional international expansion journeys suggest that, in the initial stages of growth, companies often establish operations in national domestic markets. Having established national operations, they tend to seek expansion in other national economies, whether advanced‐market economies (AME) or emerging‐market economies (EME) (Anwar, ; Nwankwo, ; Saldanha, Mello, Knemeyer, & Vijayaraghavan, ; U.S. Department of Commerce, 2014; Yang & Meyer, ). The experience of AME companies entering EMEs is well documented (Beamish & Lupton, ; Holtbrügge & Baron, ; Sartor & Beamish, ).…”

Section: Introductionmentioning

confidence: 99%

Organizational Ambidexterity and the Emerging-to-Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom

Stokes

Moore

Smith

et al. 2016

Thunderbird International Business Review

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The expansion of advanced-market economy ( AME ) fi rms into emerging-market economies ( EME ) is well documented. In recent decades, EME companies have moved increasingly into AMEs , especially within the manufacturing sector, as well as other important AME sectors such as higher education ( HE ).However, the latter have received less attention. This study conducts an in-depth qualitative analysis of two EME HE organizations operating in the international HE sector in London. The argument applies a theoretical framework of organizational ambidexterity with which to examine the contexts and complexities in collaborations between EME-HE and AME-HE fi rms. These argument surfaces, inter alia: differing dynamics in relation to institutional frameworks and sense making; myopic internationalization; tensions regarding organizational reputation, place, partner, and product legitimization; unfulfi lled reverse innovation and "explorative-pull" phenomena. Overall, the article develops novel conceptual frameworks of practical relevance, which inform EME-AME fi rm collaborative operations in AME settings.

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Competitive dynamics in an emerging economy: Competitive pressures, resources, and the speed of action

Cited by 42 publications

References 72 publications

A Conceptual Framework for Assessing an Organization’s Readiness to Adopt Big Data

A Conceptual Framework for Assessing an Organization’s Readiness to Adopt Big Data

Competitive action repertoire in the telecommunications industry

Organizational Ambidexterity and the Emerging-to-Advanced Economy Nexus: Cases from Private Higher Education Operators in the United Kingdom

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