Theoretical Aspects of Enterprise Competitiveness: Toward an Eclectic Approach?

Dzikowska, Marlena; Gorynia, Marian

doi:10.33119/gn/100997

Cited by 23 publications

(4 citation statements)

References 21 publications

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“…There are five main groups of decisions/strategies premises in automotive industry, concerning production transfer, or startup in a new location (Czaplinski & Stawarska, 2010;Dorocki, 2010;Global Location Management, 2005; operations and is intended to allow for the achievement of competitive advantage, as well as the implementation of the values and expectations of stakeholders" (Dzikowska & Gorynia, 2012). Global Location Strategy, 2009;Merkisz-Guranowska & Merkisz, 2007):…”

Section: Localization and Competitive Strategiesmentioning

confidence: 99%

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Godlewska-Majkowska

Komór

2017

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An increase in complication of decision making process regarding the enterprises localization implies the necessity to search for new tools facilitating monitoring of changes in an enterprise environment and a reduction of potential location pool. This especially concerns large-scale enterprises with diversified spatial structure. Currently, an enterprise localization analysis constitutes not only an element of strategic management of enterprises, but it should also be a subject of activity of regions willing to look for investors in an active manner. On the one side, business entities search for locations that meet their needs. On the other side, regions offer investment areas to accelerate regional development. Local authorities do not decide on an enterprise localizations, but they can create operating conditions to a certain extent (e.g. equipment with technical infrastructure or labor force for entrepreneur and investor's needs). Therefore, there is a need for application of new solutions or at least modification of localization management methods. Here, we present the study on an application of modified McKinsey matrix for spatial analysis using an original concept of regional strategic groups. The regional strategic groups constitute the cluster of regions with similar sector attractiveness, as well as competitive position or potential. The objective of the study was to create a new methodological model in an enterprise localization analysis, based on regional strategic groups. Also, we demonstrated application options of the proposed tool in management of enterprise strategic options for automotive sector in NUTS 2 level regions in the EU.

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Section: Localization and Competitive Strategiesmentioning

confidence: 99%

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Godlewska-Majkowska

Komór

2017

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“…Competitiveness is the ability to compete and therefore to act and survive in a competitive environment. "competitiveness' means the ability to achieve or maintain a competitive advantage, and as such may be considered synonymous with a company's competitive (Dzikowska at al., 2012).…”

Section: Dzikowska M Goryniamentioning

confidence: 99%

Analysis of Factors Influencing the Competitiveness of Manufacturing Companies

Kuźmiński¹,

Jałowiec²,

Maśloch³

et al. 2020

ERSJ

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Purpose: The research provides an analysis of factors influencing the competitiveness of manufacturing companies. Design/Methodology/Approach: A review of the scientific literature from the area covered by the study was conducted. The study was conducted on a random sample of companies operating in the Silesian Province. The analysis of the survey data was carried out in two stages. In the first stage the relations between competitiveness and potential factors influencing its level in the companies were checked using the chi-square independence test. In the second stage, the analysis of correspondence between pairs of variables for which the dependence was confirmed. Findings: Analyzing the combined chart of points representing row and column profiles, we conclude that there are relatively more companies that are rather competitive among those that have maintained unchanged levels of relations in the last 5 years. On the other hand, there are more companies with poor competitiveness among those that have worsened their relations with suppliers in recent years. Practical Implications: The results can be used in efforts to improve the performance of the manufacturing sector in Poland through the development of competitive strategies based on the growth of relationships with suppliers regardless of the number of people in the company. Originality/Value: This study is an original study of manufacturing and supplier relations entrepreneurs. It serves the purpose of improving competitive activities in terms of improving business performance.

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“…Competitiveness in economical dimension means that the competition is possible between countries, regions, cities, sectors, enterprises, groups of people or individuals. This rivalry may concern an access to the resources, goods and services, capital, authority, recognition, position or prestige (Dzikowska & Gorynia, 2012). Presented range of understanding the competitiveness testifies the existence of different levels of aggregation, starting from microeconomic, through meso-, macro-, up to mega economical (Dróżdż, 2014).…”

Section: Competitiveness Of Enterprises From the Perspective Of Innov...mentioning

confidence: 99%

Competitiveness Factors in the Innovative Enterprises in the North-East Voivodeships in Poland

Decyk

2020

Business: Theory and Practice

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The research problem was the connection about the problematics of competitiveness factors with the planned action of innovation within the managing of the enterprise. In such research area the purpose of the study was to identify and evaluate the competitiveness factors used in innovative companies while taking into consideration companies’ ownership of long-term plan of action connected with managing the innovations. To achieve this objective, the following research methods were used: analysis of national and foreign literature resources, survey measurement (observation technique), direct and indirect interview, research tool: questionnaire. The results were analysed with statistical methods such as arithmetic mean, test of Kruskal-Wallis, Chi-square test (χ2), and measure of association including Cramér’s V coefficient were applied. Based on research results and mentioned statistical tools, it was stated that having of long-term plan of action connected with innovations statistical significant affected on the evaluated competitiveness factors (innovativeness, quality, marketing and logistics activities) except the price. It was confirmed in such wat the first research hypothesis. The research also showed a relationship between competing using innovativeness and having an action plan related to innovations, however, this relationship was not statistically significant. As a result, the research hypothesis can be neither rejected nor confirmed. In practical terms, the conducted research points out the competitiveness factors which are suggested to use by the innovative enterprises in order to improve their competitiveness against competitiveness and in surroundings of knowledge based economy, as well the digital economy. Results of the research indicate at the same time, the necessity of development of long-term plan of action connected with innovations, which provides bigger possibilities in range of usage of competitiveness instruments on the market by enterprises.

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Theoretical Aspects of Enterprise Competitiveness: Toward an Eclectic Approach?

Cited by 23 publications

References 21 publications

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Regional strategic groups as a tool of enterprises localization analysis on the example of automotive industry in the European Union

Analysis of Factors Influencing the Competitiveness of Manufacturing Companies

Competitiveness Factors in the Innovative Enterprises in the North-East Voivodeships in Poland

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