Evaluating and developing resource-based operations strategy for competitive advantage: an exploratory study of Finnish high-tech manufacturing industries

Strategic Marketing and Competitive Advantage of Selected Petroleum Products Marketing Companies in Nigeria: The Moderating Role of Resource Capabilities

“…Basically, some studies that focused on strategic marketing have found that it will lead a firm to become market driven, better inclined in gathering, interpreting and using market information as resource capabilities for systematic, thoughtful and anticipatory process that ensures competitive advantage (Doyle & Armenakyan, 2014;Kaleka. & Morgan, 2019;Liu & Liang, 2015). On the bases of contradictory findings from different authors and contexts on the moderating effect of resource capabilities, we affirm the result that state resource capabilities have no significant moderation on the relationship between strategic marketing and competitive advantage of selected petroleum marketing companies in Lagos State.…”

“…They found that an otherwise significant marketing organisation coefficient will be rendered non-significant by a strong marketing capability, as a resource base of a firm. This position has been buttressed in a study by Liu and Liang (2015) where the finding showed that proficient product development process mediate marketing orientation, resource-based operations and firm's competitive advantage. However, it has been emphasised in the finding that strategic marketing will have a direct relationship with resource capabilities that contribute positively to firm's competitiveness than one that will indirectly contribute to firm's competitive advantage (Vogel & Güttel, 2013).…”

“…Basically, some studies that focused on related issues of strategic marketing have found that its adoption will lead a firm to become market driven, better inclined in gathering, interpreting and using market information as a capability for developing systematic, thoughtful and anticipatory process that ensures competitive advantage (Doyle & Armenakyan, 2014;Kaleka. & Morgan, 2019;Liu & Liang, 2015). The research model as presented in figure 1 illustrates the hypotheses intended to be tested in this study.…”

“…There is a growing research interest on resource capabilities as the basis for firms to deploy strategic marketing in order to achieve competitive advantage in the competitive environment. Studies have posited that competition impedes firm's ability to maximise its potential to in terms of use of resource capabilities and market-based strategies needed to outweigh competitors and achieve competitive advantage (Aghazadeh, 2015;Doyle & Armenakyan, 2014;Ejrami, Salehi, & Ahmadian, 2016;Fatonah, 2017;Liu & Liang, 2015). Competitive advantage is critical to the success of every firm that operates in the competitive environment, and ability to achieve it is predicated upon how the firm behaves and reacts to challenging environmental situations through effective support plans and market-based strategies (Wang, Han, & Lin, 2018).…”

Przedsiębiorczość: technologia i ludzie

“…Podstawowym problemem badawczym było w nim rozpoznanie stopnia innowacyjności oraz identyfikacja czynników odpowiedzialnych za kształtowanie konkurencyjności. Istota podjętych badań wynikała przy tym z faktu, że "przedsiębiorstwa w dominującej mierze przywiązują wagę do bieżącej efektywności, reprezentują tradycyjne podejście" (Janasz, 2012), natomiast zbyt mało podmiotów gospodarujących wybiera strategię, której istotą są zmiany, innowacyjność i elastyczność (Liu i Liang, 2014, s. 1019-1037Brilman, 2012;Easterby-Smith, Lyles i Petraf, 2009 (Nauka…, 2012, s. 180-181, na podstawie danych Eurostatu): -produkcja podstawowych substancji farmaceutycznych oraz leków i pozostałych wyrobów farmaceutycznych (C 21), -produkcja statków powietrznych, kosmicznych i podobnych maszyn (C 30.3),…”