Micro-Economic Competitiveness: A Research on Manufacturing Firms Operating in TRB1region

Deniz, M. Engin; Seçkin, Şeyda Nur; Cüreoğlu, Mehmet

doi:10.1016/j.sbspro.2013.04.050

Cited by 17 publications

(11 citation statements)

References 18 publications

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“…He believed that measuring competitiveness is a mapping of competitive environment of an organization which helps the nation to form a sound basis for business strategies and developments. His work forms the centerpiece of the competitive positioning via presenting the dominant strategy paradigm of 1980 and has become extremely popular with management, theories and practitioners in recent years (Naserbakht et al , 2008; Li et al , 2009; Smit, 2010; Deniz et al , 2013). His two books competitive strategy (1980) and competitive advantage (1985) marked a revolution in thinking and increased the awareness of the subject of competitive strategy by developing three linked concepts, namely: five forces, genetic strategy and value chain frameworks.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…These conditions contribute to the productivity of an organization, act as the key determinants of the level of prosperity of an organization can sustain over time. Two implications from this focus on factors conditions have been highlighted in recent literature: basic factors or tangible resources; and advance factors or intangible resources (Porter, 1998; Nilsson and Peterson, 2002; Li et al , 2009; Deniz et al , 2013). …”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…advance factors or intangible resources (Porter, 1998; Nilsson and Peterson, 2002; Li et al , 2009; Deniz et al , 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Governments establish an environment that fosters a high standard of living for its citizens by making policies regarding health, safety, environment, financial structure, industrial trade and development (Brown et al , 2010; Dogl et al , 2012, Deniz et al , 2013). The government consists of many distinct agencies and geographic units with their own impact on the business environment at a given location.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Comparative analyses of competitive advantage using Porter diamond model (the case of MSMEs in Himachal Pradesh)

Kharub

Sharma

2017

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Purpose The purpose of this paper is to measure and analyze the competitive advantage of micro, small and medium enterprises (MSMEs) based upon the Porter’s diamond framework. The major objective is to contribute toward better understanding of various determinants of the diamond model in context within Indian MSMEs. Design/methodology/approach Extent review of the literature has been done to identify various critical factors contributing to developing a competitive advantage. Exploratory factor analysis and internal consistency tests were performed to verify scales validity and reliability of measuring instrument (questionnaire). In research design, a case study approach has been used, in which MSMEs operating in the pharmaceutical, electrical and electronics, automobile, food and textile sectors were considered. Findings Study findings indicate that the pharmaceutical sector is more competitive followed by food (112.491) as revealed by the high value of surface area i.e. 150.931. The competitiveness among MSME sectors is mostly affected by demand conditions followed by firm strategy, structure and rivalry. Moreover, the score of diamond axes indicates significant difference with respect to determinants. For instance, in the textile sector, the determinants such as factor conditions and related and supporting industries scored low, for example, 4.710 and 4.280, respectively, which indicates it needs to be strengthened as this sector stands at last position with minimum surface area, for example, 67.398. Research limitations/implications Owing to the time and resource constraints, this study was conducted in MSMEs situated in the state of Himachal Pradesh, India, and thus generalizations of results are rather limited. Practical implications This study is one of the original being undertaken by authors which helps to underline the importance of various determinants which may help the MSME units to improve competitiveness by implementing effective competitive strategies. The study could be extended to other regions of the country. Originality/value This study is a result of extended research on competitiveness and provides an instrument to measure firm ability to be competitive. CEO’s, managers and policy makers from industries as well as government will be able to use this to evaluate their competitive positioning and identify key problem areas which required improvements.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

“…advance factors or intangible resources (Porter, 1998; Nilsson and Peterson, 2002; Li et al , 2009; Deniz et al , 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

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Comparative analyses of competitive advantage using Porter diamond model (the case of MSMEs in Himachal Pradesh)

Kharub

Sharma

2017

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“…Change and government factors are also presented in the diamond model. These two factors affect competitiveness as a support of the four main factors (Deniz et al, 2013). Beleska-Spasova et al (2016) adapted the model by adding these two factors in the capacity of a company to gain competitive advantage and also claimed that the diamond model cannot be only analyzed at a national level, but must present a local, regional, national, foreign, and global analysis.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector

et al. 2020

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Multinational enterprises (MNEs) are key drivers of globalization. The study investigated the performance of leading Chinese electronics MNEs, Huawei, Lenovo, and Haier, and made a comparison between Chinese electronics MNEs and American electronics MNEs along with their specifications in terms of globalization by using Asmussen’s model, Petersen’s model, Rugman’s firm-specific and country-specific advantage (FSA-CSA) matrix, and the Porter’s diamond model. Findings revealed that only Huawei is the truly global company at present; nevertheless, Lenovo and Haier are both on the right track, reaching the same status as Huawei. These firms can successfully utilize their country-specific advantages by capitalizing on China’s external partnerships and existing trade agreements. Chinese projects seem to be able to provide Chinese MNEs with the ability to maximize their opportunity to seek growth externally and enter the global market. An examination of MNE practices facilitated by American and Chinese firms imparts relevant commonalities but differences in operational practices. Small enterprises can follow the process and strategy, while policymakers will receive a suggestion to implicate an industrial-friendly policy.

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Quantifying and Leading Innovation with TRIZ Within Competitiveness Strategies

Brad

2018

Advances and Impacts of the Theory of Inventive Problem Solving

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Micro-Economic Competitiveness: A Research on Manufacturing Firms Operating in TRB1region

Cited by 17 publications

References 18 publications

Comparative analyses of competitive advantage using Porter diamond model (the case of MSMEs in Himachal Pradesh)

Comparative analyses of competitive advantage using Porter diamond model (the case of MSMEs in Himachal Pradesh)

Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector

Quantifying and Leading Innovation with TRIZ Within Competitiveness Strategies

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