• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.231-241
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• 2021

The purpose of this study is to apply Structural equation modeling (SEM) analysis with Generalized Structured Component Analysis (GSCA) and translate the effect of Spiritual Marketing and Entrepreneurial Orientation on Sustainable Competitive Advantage with Marketing Capabilities as Mediation, especially for General BBM marketing at PT. Pertamina (Persero). The quantitative approach in this study uses a survey method by taking samples from the population. The survey was conducted by distributing questionnaires to respondents. Data analysis was performed using SEM and analyzed using the GSCA model. The population of this study consisted of 3,207 workers in central and regional marketing offices (Marketing Operation Region (MOR) spread throughout Indonesia. Therefore, a sample of 356 respondents was taken according to the Slovin formula. Spiritual marketing and entrepreneurial orientation directly influence the ability to improve Innovation which directly influences sustainable competitive advantage. Therefore, to develop a sustainable competitive advantage in marketing Pertamina's General BBM, it is necessary to implement spiritual marketing and improve entrepreneurial orientation. The novelty in this study lies in the unprecedented research on the role and position of spiritual marketing towards marketing capabilities and sustainable competitive advantage, combined with entrepreneurial orientation variables.

• Korean Journal of Construction Engineering and Management
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• v.9 no.2
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• pp.199-207
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• 2008

While it Is well-known that Total duality Management (TQM) can generate and sustain competitive advantage, its process and components have not been clearly identified for the construction industry. This paper aims first to enhance the understanding of TQM Content and Process. Then, drawing various seminal works on TQM and an application of market-based and resource-based theory, a consolidated model identifying the relationship among TQM principles and gaining a sustainable competitive advantage is proposed. Finally, the influence of TQM on sustainable competitive advantage of construction organizations is discussed, thereby interpreting the proposed model. Recognition of TQM's influence will be a starting point, enabling the construction industry to sustain their competitive advantage in the highly competitive global construction market.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.911-921
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• 2021

Indonesian oil palm plantation industry has chance to increase a sustainable competitive advantage. The creation of a sustainable competitive advantage is determined by the ability of the palm oil industry to utilize limited resources and capabilities. The purpose of this study was to analyze the determinants of the creation of sustainable competitive advantage (SCA) in the palm oil industry in Riau, Indonesia. The model framework uses organizational-level SCA dimensions. Four dimensions are used to measure SCA in the palm oil industry in Riau, namely value, scarce resource, inability to replicate, irreplaceable. Questionnaires were distributed to oil palm industry players in Riau with 81 respondents. The analysis technique uses Structural Equation Model with Partial Least Square (SEM-PLS). The results showed that the SCA in the palm oil industry in Riau was at a moderate level. Although the competitive advantage of being sustainable in the palm oil industry in Riau is in the medium category, test results on SCA dimensions found that each latent variable forms a significant SCA framework with a reflective constructive relationship model. The three dominant and recommended dimensions that shape the construction of SCA in the palm oil industry are value, scarce resource, and irreplaceable.

• Journal of Distribution Science
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• v.17 no.3
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• pp.5-19
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• 2019

Purpose - The purpose of this research is to investigate the factors contributing to sustainable competitive advantage for multi-level marketing (MLM) firms in Malaysia. The selected variables in this study are company image, product innovation, leadership, distributor rewards system and distributor training system. Research design, data, and methodology - Quantitative research method is employed with collected sample size of 398 respondents using judgmental sampling technique. Normality and reliability test were performed in the first stage utilizing SPSS 22 and Confirmatory Factory Analysis (CFA) and variance analysis were obtained in the subsequent stage, following up with the overall fit of the measurement model, Structural Equation Model (SEM) using AMOS 22 with maximum likelihood estimation to assess the internal consistency, convergent validity and discriminant validity. Results - The research findings show that company image, leadership, distributor rewards system and distributor training system were supported and are factors affecting the sustainable competitive advantage of MLM companies in Malaysia. However, in this study, product innovation was not supported but this result does not depict that it is trivial and inconsequential in maintain sustainable advantage. Conclusion - Companies can build sustainable competitive advantage by focusing on these contributing factors. Several other comments and implications were brought to light and discussed in the paper.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.505-515
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• 2021

The essential purpose of this study is to propose strategies for developing micro-, small-, and medium-sized enterprises (MSMEs) to realize sustainable competitive advantage by applying the SWOT analysis method. Thus, the main problems investigated in this study are: a) around 60-70% of MSMEs in Kulonprogo regency do not yet have access or financing from banks; b) lack of knowledge of production technology; c) in general, MSMEs business actors are still incorporated legal entities; d) MSMEs do not have a good financial administration and management system; e) coordination between MSMEs stakeholders has not been integrated; f) limited facilities and infrastructure of MSMEs, primarily related to technological tools; and g) limited access to raw materials so that MSMEs often get low-quality raw materials. This study employed a survey method with questionnaires and interviews. By using the Slovin tools sampling technique, the number of samples was 39 MSMEs in Kulonprogo Regency, Yogyakarta, Indonesia. The results of this study confirmed that the Kulonprogo MSMEs should pay attention to seven aspects of business management to achieve sustainable competitive advantage. The seven aspects are: 1) business strategy; 2) human resources; 3) information technology; 4) products; 5) promotion; 6) cooperation; and 7) corporate social responsibility (CSR).

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Asia pacific journal of information systems
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• v.14 no.4
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• pp.123-145
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• 2004

This paper empirically and longitudinally examines relationships among corporate strategy, competitive advantage of information technology (CAIT), and organizational performance. This research replicates the research done in 1997 and compares the results to observe any noticeable changes. Research results confirm that information technology provides several traits of strategic advantages such as efficiency, threat, functionality, preemptiveness, and synergy and significantly contributes to corporate performance both in 1997 and 2004. The findings reinforce the accepted belief that alignment between corporate strategy and CAIT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers. Research results of 2004 show stronger relationships among corporate strategy, competitive advantage of information technology, and organizational performance than research results of 1997.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.73
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• pp.43-63
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• 2017

Amidst dynamic business environment, creating competitive advantage, source of competitiveness, is a critical issue for international port operations. To overcome limitations of prior studies adopted cross-sectional approach, this study reviews a way to continually sustain and create competitive advantage, based on the case of Busan port in South Korea. Development plans, operations and management practices from2005 to 2014 were investigated and reviewed. Results revealed that enhancement of infrastructure, new engine to sustainable growth, green and safety, and partnership enhancement were a source of creating competitive advantage. The results help theoretical advances on competitiveness and its durability, and provide useful insights for creating competitive advantages and future improvement in international port operations.

• Knowledge Management Research
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• v.12 no.4
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• pp.91-119
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• 2011

Compared to the industrial society, the knowledge-based economy of the 21st century has placed importance on intellectual capital as a sustainable competitive advantage of an organization. The ownership, creation, and interaction of intellectual capital is emerging as the main challenges of the management and, moreover, it might extend to the issue of intellectual capital management. This research found that the exploitation and sharing of knowledge was more efficient in a networked organization through a case study for A research institute, which attempted intellectual capital management domestically for the first time. The contribution of this exploratory research is to suggest new perspectives on the ownership of intangible asset, the evaluation of knowledge-based product, and the competitive advantage and complementarity of an organization in the knowledge-based economy. The limitation is that this research is just exploratory due to the inaccessibility of data. If the intellectual capital management would be more common, the diverse researches should be empirically carried out.

• Journal of the Korea Industrial Information Systems Research
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• v.14 no.3
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• pp.76-97
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• 2009

The strategic management process includes the establishment of competitive strategy, its implementation and the measurement of its performance. The sucess of strategic management largely depends on the integration of strategic management process into a managerial tool. This study is on the integration of strategic management process into a managerial tool based on the power process, so that it contributes to strategic success or sustainable competitive advantage of a ￡inn In order to do this, I discussed the principles of the power process, its characteristics, and then suggest their applications to the integration of the strategic management process. According to the results, the power process offers a theoretical and managerial tool which integrates the establishment of competitive strategy with managerial concepts, so that it increases the likelihood of strategic success. Furthermore I discussed the position of the power process approach to competitive advantage in a manner that displays similarities and differences with existing approaches such as industry organizational, resource-based and game theory approach.