The Role of Strategic Leadership in Building Sustainable Competitive Advantage in the Academic Environment

Mahdi, Omar Rabeea; Almsafir, Mahmoud Khalid

doi:10.1016/j.sbspro.2014.03.679

Cited by 62 publications

(69 citation statements)

References 23 publications

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“…A universally applicable leadership produces subordinate level of performance and satisfaction is high (House, 1971), empirical evidence shows that there is a significant positive impact on the ability of strategic leadership in sustainable competitive advantage (Mahdi & Almsafir, 2014). Leadership style has a positive effect on business performance (Yıldız et al, 2014;Mutahar et al, 2015;Purwanto, 2015).…”

Section: Leadershipmentioning

confidence: 99%

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Effect of Human Capital and Leadership on Institutions’ Performance and Competitive Advantages

Hili

Gani

Hamzah

2017

IRAJMSS

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Section: Leadershipmentioning

confidence: 99%

“…Strategic Leadership has significant effect on competitive advantage (Memon et al, 2009). Leadership competencies have a significant impact on the competitive advantage (Mahdi & Almsafir, 2014; Al-Zoubi, 2012).…”

Section: Effect Of Leadership On Competitive Advantagementioning

confidence: 99%

Effect of Human Capital and Leadership on Institutions’ Performance and Competitive Advantages

Hili

Gani

Hamzah

2017

IRAJMSS

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“…9, No. 3;2017 Similarly, .the positive impact of this dimension onorganisationsalso found in few studies (Aderemi, 2003;Sannie, 2006;O'Brien, 2015;Murray, 2013) • While their relationship with competitive advantage also shows significant relationship in few studies include (Lumpkin, Droege, Dess, 2002;Mahdi & Almsafir, 2014), while the impact was determined by limited studiessuch as Sutton (2012). Contrary to this, thenegative context was also observed (Chopra & Meindl, 2004).…”

Section: Findings and Discussionmentioning

confidence: 96%

“…This study does not use any indicators to prove the competitive level and covers a different industry. Some other studies by Lumpkin et al (2002) and Mahdi & Almsafir (2014) also analysed the relationship between the two variables. This study also emphasized the positive relationship.…”

Section: Operational Excellence and Competitive Advantagementioning

confidence: 99%

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Bharadwaj¹,

Farooq²,

Jena³

2017

IJMS

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Purpose: Recent studies highlighted the increase of competiveness and fluctuation in pharmaceutical market share, the industry facing tremendous pressure. Hence the sector has the necessity to embrace the goal of delivering their products and services with value. Specifically, diabetes care in the pharmaceutical industry has been an important agenda for providing high quality services and products to the customers in past few decades. Therefore, the present paper critically views the impact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries.Design/ methodology/ Approach: This research involves in secondary data collection due to achieving the objectives framed. Moreover, it perceives the association between the variables is not possible, conducting interviews with respondents in both developed and developing countries are also difficult Findings: The finding shows that there is animpact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries via secondary data collection method. Research Limitations/ Implications:This study is limited to secondary research and all the findings inferred are from the information available from secondary sources. Practical implications:The impact of value discipline dimensionson organizational performance and competitive advantage of diabetes care is effective in the context of both developed and developing countries. Originality/ Value: Understanding the value discipline dimensions impact on organizational performance and competitive advantage of diabetes care is anew one. Hence this paper proposes this concept in both developed and developing countries perspective.

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“…Thinking on these lines of advancement on intangible grounds makes an organization a learning organization (Mahdi & Global Social Sciences Review(GSSR) Almsafir, 2014). Catering for the intangible resources in the organization includes brand image, customer's loyalty and managerial skill set (Mahdi & Almsafir, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational Learning and Competitive Advantage in Banking Sector of Pakistan

Hassan

Iqbal

Ghias

2017

GSSR

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The Role of Strategic Leadership in Building Sustainable Competitive Advantage in the Academic Environment

Cited by 62 publications

References 23 publications

Effect of Human Capital and Leadership on Institutions’ Performance and Competitive Advantages

Effect of Human Capital and Leadership on Institutions’ Performance and Competitive Advantages

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Organizational Learning and Competitive Advantage in Banking Sector of Pakistan

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