From Temporary Competitive Advantage to Sustainable Competitive Advantage

Huang, Kuo-Feng; Dyerson, Romano; Wu, Lei‐Yu; Harindranath, G.

doi:10.1111/1467-8551.12104

Cited by 150 publications

(130 citation statements)

References 113 publications

(185 reference statements)

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“…As production and management capacities have become globally standardized, many formerly effective strategies (e.g., cost reduction, speed of technology development, and automation) no longer contribute to competitive advantage [1,2]. Recognizing these threatening environmental changes, companies are striving to achieve competitive advantages with sustainability-oriented innovations [3,4].…”

Section: Introductionmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

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Section: Introductionmentioning

confidence: 99%

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Woo

2017

Sustainability

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“…Huang et al (2015) tried to integrate both industrial organisation theory (IO) and the resource-based view of the firm (RBV) in order to clarify the conceptual distinction between two types of competitive advantage-the temporary and the sustainable competitive advantage. The results supported the IO theorists' proposition that a firm's temporary competitive advantage can be gained via strengthening its market position in an industry.…”

Section: Industry and Porter's Five Forcesmentioning

confidence: 99%

“…Therefore, as postulated by the theory, the higher the value on the Likert scale assessed by managers, the lower the level of the firm's perceived profitability. All the items representing industry construct are based on relevant papers by Huang et al (2015); Pecotich et al (1999); Espallardo and Ballester (2009);and Leonidou et al (2017).…”

Section: Data Collection Research Constructs and Their Measurementmentioning

confidence: 99%

The Influence of Industry Characteristics and Dynamic Capabilities on Firms’ Profitability

Pervan

Ćurak

Kramarić

2017

IJFS

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Abstract:The aim of this research was to explore one of the most intriguing dimensions of every firm's business-its performance. Aside from analysing the influence of industry's characteristics on the firm's performance, the authors addressed the characteristics of dynamic capabilities and their role in contribution to the firm's ultimate success. The analysis was conducted on a sample of 118 small Croatian manufacturing companies. The application of the Structural Equation Modelling (SEM) approach revealed a statistically significant influence of both the industry's characteristics (represented by Porter's five forces framework) and dynamic capabilities (based on Teece's theory) on the firm's performance, where the influence of dynamic capabilities is proven to be larger than that of the industry.

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“…One more recent study by Huang, Dyerson, Wu and Harindranath (2015) sought to explain how Temporary Competitive Advantage (TCA) is turned to Sustainable Competitive Advantage (SCA). The purpose of the study was to integrate both the industrial organization theory and the resource based view theory in the analysis of competitive advantage at the firm level.…”

Section: The Process Of Building Sustainable Competitive Advantagementioning

confidence: 99%

“…On the other hand, other firms continuously develop new technologies while others stay bound to obsolete technology. Huang, Dyerson, Wu and Harindranath (2015), note that formerly stable environments are becoming uncertain as a result of accelerating technological change, globalization, industry convergence, aggressive competitive behaviour and deregulation. Since firms need to possess rare, inimitable and heterogeneous resources in order to develop a source of sustainable competitive advantage, then a challenge exists for firms operating in an industry where resources are mobile and homogeneous across firms.…”

Section: Introductionmentioning

confidence: 99%

Firm Resources, Core Competencies and Sustainable Competitive Advantage: An Integrative Theoretical Framework

Kabue¹,

Kilika²

2016

JMS

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A number of studies based on the Resource Based View (RBV) consider resources as the only sources of gaining a source of a firm's sustainable competitive advantage. According to the RBV approach, there are qualities that resources must possess in order for them to realize sustainable competitive advantage for a firm. The resources must be valuable, rare, inimitable and immobile across firms. Since resources are more often common than rare, more homogenous than heterogeneous and more mobile than immobile, then firms have to combine the resources in order to develop rare and difficult to imitate processes that will act as a source of sustainable competitive advantage. In an industry where resources are common and mobile, a firm therefore needs to build competencies in order to convert these common and mobile resources into processes that are rare and immobile to create a source of sustainable competitive advantage for the firm. A problem therefore exists for firms in a homogenous industry where resources are shared and are neither rare nor heterogeneous across firms in the industry to develop sources of sustainable competitive advantage. In order for these firms to develop sources of competitive advantage with the resources available to them, they would need to develop core competencies to turn the non rare homogenous resources into rare and heterogeneous processes that competitors cannot imitate. The development of these competencies is the product of organizational cultures and values formed over time which can be explained by institutional theory. Further, a firm may not own the resources they need to form a source of sustainable competitive advantage. These resources may be owned by other firms not controlled by the firm in need of these resources which is a premise of the institutional theory. While this is acknowledged from the existing literature, there is also lack of an integrated theoretical model to demonstrate how diverse theories explaining firm strategic behaviour may be utilized to enable firms build sustainable competitive advantage. This paper proposes an integrated theoretical model for linking firm resources with core competencies and sustainable competitive advantage while providing for the role of the firm's external environment. The proposed model integrates the postulates of the RBV, RDT, Institutional Theory and Porter's five forces Model. The emerging theoretical propositions and implications for future research are discussed.

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From Temporary Competitive Advantage to Sustainable Competitive Advantage

Cited by 150 publications

References 113 publications

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

The Influence of Industry Characteristics and Dynamic Capabilities on Firms’ Profitability

Firm Resources, Core Competencies and Sustainable Competitive Advantage: An Integrative Theoretical Framework

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