Transforming Entrepreneurial Resources to Competitive Advantage: The Role of Social Capital and Marketing capability

Pratono, Aluisius Hery; Pudjibudojo, Jatie K.

doi:10.5901/mjss.2016.v7n2s1p265

Cited by 3 publications

(4 citation statements)

References 38 publications

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“…In the findings, social capital was found not to significantly influence competitive advantage. Contrary to the previous findings of Pratono et al (2016), and Al-daibat (2017) which supported the influence.…”

Section: Conceptual Frameworkcontrasting

confidence: 92%

“…It also concluded that the effects of social capital are equivocal but mostly negative. But on the contrary, Pratono et al (2016) in a study conducted in Indonesia examining the impact of social capital and moderating impact of marketing on firm performance, found that organizations can seize business opportunities and attain competitive advantage by exploiting social capital constructs such as trust and cognition. Social capital was found to be a valuable resource that enables organizations to gain a competitive advantage (Pratono et al, 2016).…”

Section: Conceptual Frameworkmentioning

confidence: 96%

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Influence of Social Capital Integration Capabilities on Sustainable Competitive Advantage Among Private Hospitals in Kenya

John Ngeche,

Gabriel Okello

2022

Kabarak j. res. innov.

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Healthcare ecosystem continues to be influenced by volatility and hospitals are struggling to overcome the heightened competition due to inability to match up to the increasing demands. However, the articulation of the unique capabilities necessary for creation of superior value for customers and a prerequisite for the achievement of sustainable competitive advantage continue to be unsettled. This study aimed to establish the influence of social capital integration capabilities on sustainable competitive advantage among private hospitals in Kenya. Positivism research philosophy guided the study and a descriptive correlational research design was used. The study population consisted of 690 managers from the 46 level 5 private hospitals across Kenya. Stratified simple random sampling technique was used to select a sample size of 253 managers from the population. A structured questionnaire was applied to collect data. The study used structural equation modelling for analysing the data. Findings indicated that the private hospitals had social capital integration capabilities in all the three dimensions of cognitive capital (M = 4.24, SD = 0.425), relational capital (M=4.13, SD = 0.481) and structural capital (M = 4.03, SD = 0.501). The study findings determined that social capital integration capabilities had a significant positive influence on sustainable competitive advantage of private hospitals in Kenya (β = 0.651, CR = 4.453, p < 0.05). The study has practical implications for top management team in private hospitals in Kenya to continually encourage good working relationship between management and other employees and enhance partnership and interactions between employees within or across different departments.

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Section: Conceptual Frameworkcontrasting

confidence: 92%

Section: Conceptual Frameworkmentioning

confidence: 96%

Influence of Social Capital Integration Capabilities on Sustainable Competitive Advantage Among Private Hospitals in Kenya

John Ngeche,

Gabriel Okello

2022

Kabarak j. res. innov.

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“…According to Pratono et al(2016), the role of social capital is still underused by SMEs in improving technology and achieving competitive advantage, and improving company performance. For this reason, it is necessary to optimize intangible assets.…”

Section: Social Capital Competitive Advantage and Performancementioning

confidence: 99%

The Effect of Strategic Flexibility as a Moderating Variable in Improving Firm Performance in Microfinance Institutions

Baikuni¹,

Dafik²,

Poernomo³

et al. 2023

J. Professional Business Review

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Purpose: This study aims to determine and analyze the effect of intangible assets in increasing sustainable competitive advantage and performance in microfinance institutions as well as the influence of strategic flexibility as a moderating variable. Theoretical framework: The five variables studied, namely intellectual capital and social capital, each measured with three dimensions as independent variables, sustainable competitive advantage as variable intervening and performance as dependent variables, and the influence of strategic flexibility moderation. Design/methodology/approach: The study was conducted with a quantitative approach; questioners were given to MFI leaders in Madura while analysis of the influence of each variable using partial least squares structural equation modeling (PLS-SEM) techniques with the help of SmartPLS 3.0 software. Findings: The results of the analysis show that intellectual capital has a significant effect on sustainable competitive advantage and performance, social capital has a significant impact on sustainable competitive advantage but does not affect performance, while strategic flexibility weakens the influence of intellectual capital on firm performance and strengthens the effect of social capital on performance. Research, Practical & Social Implications: The following study can be more detailed by measuring and exploring the influence of each dimension, both social capital and intellectual capital dimensions. Company leaders must continue to increase the value of intellectual capital and develop social relations and utilize these relationships in alternative strategies. Originality/value: This study investigates the influence of intellectual capital and social capital on sustainable competitive advantage and performance in a hyper-competitive business environment as well as the effect of moderation of strategic flexibility with research objects in Islamic microfinance institutions.

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“…On the other hand, [15] found out that more networked traders in Madagascar had higher profit margins compared to the less networked traders. While [16], notes that social capital serves as complementary mediator which supports marketing capability consequently enhancing performances. Though studies on social capital have existed for quite some time, the role it plays in influencing marketing capability and performance has not been explored.…”

Section: Introductionmentioning

confidence: 99%

Social Capital in Relation to Market Participation of Smallholder African Indigenous Vegetable Farmers in Vihiga County, Kenya

Minyattah¹,

Ombati²,

Mutuku³

2022

AJAEES

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Marketing is a social as well as a management process that facilitates exchange of products and information among the actors. Improved livelihoods among smallholder farmers depends on sustainable access to markets. In Kenya, Vihiga County, various development practitioners have promoted the production of African Indigenous Vegetables (AIVs). However, AIVs marketing has been given little attention. The farmers, therefore, have not taken advantage of the full potential of the gains of AIVs marketing to improve their livelihoods. Small holder farmers experience low market participation due to their non-competitiveness in the promising AIVs market. This could be associated with the low social capital among the farmers. Social capital serves as complementary mediator which supports marketing capability consequently enhancing performances This study sought to assess the role of social capital in relation to farmers’ participation in the AIVs market. This was done through a household survey with AIVs farmers in January 2021. A total of 167 farmers were interviewed in in Vihiga County. Purposive sampling was done to target AIVs farmers. The study results indicate that though there were more female (63%) farmers in the study site there was a significant difference (P=.002) between the sex of the AIVs farmers interviewed in the two study sub counties. The study results also show that, majority of the farmers (76%) did not meet the demand for AIVs needed in the market. Despite the deficit in the demand for AIVs, most farmers had not taken advantage of the available market by producing more AIVs during peak season. A likert scale analysis of the farmer’s social capital reveal that there was a strong (3.5) bonding social capital among the farmers however, the bridging social capital was lower (3.0). This indicates a weak social network among the farmers to the outside world which can greatly hinder their participation in the high end AIVs markets. The study concluded that, there is demand for AIVs, however, the farmers have not positioned themselves to tap the available market opportunities. There is need for capacity building of farmers on the importance of building their social network for improved participation in the AIVs market.

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Transforming Entrepreneurial Resources to Competitive Advantage: The Role of Social Capital and Marketing capability

Abstract: Since small businesses are economic engines in many nations

Cited by 3 publications

References 38 publications

Influence of Social Capital Integration Capabilities on Sustainable Competitive Advantage Among Private Hospitals in Kenya

Influence of Social Capital Integration Capabilities on Sustainable Competitive Advantage Among Private Hospitals in Kenya

The Effect of Strategic Flexibility as a Moderating Variable in Improving Firm Performance in Microfinance Institutions

Social Capital in Relation to Market Participation of Smallholder African Indigenous Vegetable Farmers in Vihiga County, Kenya

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