• 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.

• Journal of Distribution Science
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• v.17 no.10
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• pp.115-123
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• 2019

Purpose - The purpose of paper is to examine into corporate value of international physical distribution, which is closely related with company that is running business based on competitive power. It is good for company to gain a competitiveness throughout activities from international physical distribution, then it increases corporate value after all. Then it will be looked at how international physical distribution can influence competitiveness of company in terms of corporate value. Research design, data, and methodology - The research method to be described is first to identify concept of international physical distribution theoretically, including characteristics and structure, and then to review corporate value of international physical distribution to make company be competitive. As far as general landscape of international logistics is concerned, it is investigated into function and role of service provider, user and market situations. However, it is well proved that current market of international physical distribution is stable and bright, which means it is possible to take foreseeable future as well. Then company can share with corporate value of international physical distribution provided from logistics service provider. Results - To achieve corporate value throughout process of international physical distribution is strongly connected with competitive status of logistics service providers, those are carriers and infrastructures, and third party logistics providers. Especially in order to inquire into competitive aspects of international physical distribution in this paper, it is focused on trade volumes and overcapacity of global shipping market. Unlike it is used to be, more optimistic and positive situation has been shown since 5 years ago from the year of 2018, which means carriers make a business well, leading company to be more competitive. Conclusions - Corporate value of company in terms of international physical distribution is closely involved with competitive situations in the physically distribution, especially shipping market, which service providers can paly a key role in this regards. It can be estimated that the more market of international physical distribution works, the more competitiveness of companies increases. Ocean carriers in shipping market of international physical distribution are doing actively business well, and the corporate value can be materialized in favor of company.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.3
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• pp.83-94
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• 2022

The aim of this research is to examine the structural linkages between social responsibility, social capital, competitive advantages, and agricultural enterprise performance in China. This research focused on the role of social capital and competitive advantages in mediating the relationship between CSR and corporate performance. 492 employees from agricultural firms in Xinjiang, China, took part in the study. Confirmatory factor analysis and exploratory factor analysis were used to assess the measurement scales' reliability and validity. The associations between these four variables were investigated using structural equation modeling, and the mediating impact was tested using the Bootstrap method. Corporate social responsibility, social capital, and competitive advantage are all positively related to business performance, according to the findings. According to the results of the mediating effect test social capital and competitive advantage partially mediated the relationship between corporate social responsibility and business success. Unlike earlier research, this study focused on the impact of social responsibility on agricultural enterprise performance in impoverished rural areas. The findings of this study, in particular, benefit agricultural company management by revealing the role of social capital and competitive advantage in mediating the relationship between corporate social responsibility and business performance.

• Asia pacific journal of information systems
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• v.8 no.1
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• pp.65-86
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• 1998

This paper empirically examines relationships among corporate strategy, competitive advantage of information technology(CAIT), and organizational performance. Effects of information technology on the linkage between corporate strategy and performance is investigated and CAIT measures suggested by Sethi and King(1994) as well as Sung(1997) are tested for verification. 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. CAIT measures developed by Sethi and King show strong reliability and validity, Generally, service industry firms show more strong relationship among CAT strategy, and performance than manufacturing industry firms. The findings reinforce the accepted belief that alignment between corporate strategy and CAT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.863-871
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• 2021

This study aims to document empirically the mediating role of corporate social responsibility (CSR) on the influence of competitive pressure toward business performance on the batik industry in Central Java, Indonesia. This study also examined the effect of competitive pressure and CSR on business performance of small- and medium-sized enterprises (SMEs) in the batik industry in Central Java. This study used an explanatory quantitative approach. Samples of 254 MSEs in the batik industry have been successfully collected. Hypothesis testing uses SEM-PLS. The results of this study indicate that competitive pressure has a positive and significant effect on the batik MSEs business performance in Central Java. Competitive pressure also has positive direct effect on corporate social responsibility, and CSR has a significant and positive direct effect on business performance. The results of this study have successfully documented empirically that CSR has a mediating role on the relationship of competitive pressure toward business performance in the batik MSEs in Central Java, Indonesia. This study provides a comprehensive understanding of the owners of the batik MSMEs in coping with competitive pressure by using CSR as a strategy to create uniqueness that is difficult to imitate and can create an organizational reputation that eventually can increase business performance.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.6 no.1
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• pp.71-98
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• 1998

The study proved the fitness between competitive strategy and service operation strategy of service companies. The competitive strategy of a corporation is a major strategy playing the role of bridge linking both corporate strategy and functional strategy. And it is a choice of method how to win competitors in given area. There have been such a specific methodologies for acquiring competitive advantage as Porters competitive strategy, Miles and Snows adaptive strategy, and Life cycle strategy. But, many scholars have pointed that its more important for high corporate performance to determine the competitive strategy of a corporation fitting the external environment and internal structure. So its needed for successful cost-leadership or differentiation strategy to differentiate organizational function, resources, and various organizational factors. But there have been no methodologies or practical guidelines fitting competitive strategy, corporate structure, and external environment in sprite do service corporations growth. So, the study proved the fitness between competitive strategy and service operation structure in Airlines after selecting service structural elements necessary for strategic management.

• Journal of Information Management
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• v.34 no.2
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• pp.89-105
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• 2003

The change of corporate business environment according to the worldwide competitiveness and the development of information technology threaten the survival of corporate libraries. Corporate libraries have to redesign their services and prove the significance of existence within their company. This paper examines the competitive corporate environment of corporate libraries, and the effective management strategy of corporate libraries. Also management strategies of two corporate libraries are analyzed.

• Journal of the Korea Safety Management & Science
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• v.22 no.1
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• pp.51-59
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• 2020

The importance of innovative capability, the driving force behind innovation as a company's intangible resources, is increasing. In general, companies with high innovation capability are more likely to be successful in innovation, which can be expected to have a positive impact on corporate performance. The innovation capacity of SMEs considered in this study is R&D capability and manufacturing capability. The reason for this is that not only the continuous efforts to strengthen the competitiveness of SMEs are focused on stabilizing manufacturing capability, but also considering the situation in which governmental support for SMEs' R&D capability has been actively developed. This study examines whether R&D capability and manufacturing capability have a significant influence on corporate performance and securing competitive advantage, and analyzes whether competitive advantage acts as a mediator between innovation capability and corporate performance through regression analysis. SPSS 23.0 software was used for the empirical analysis of the data obtained through the survey. The research results are as follows. First, both R&D and manufacturing capabilities of SMEs were found to have a significant positive effect on corporate performance. Second, manufacturing capability had a significant effect on securing competitive advantage of SMEs, but R&D capability was not significant. Third, the competitive advantage of SMEs was found to play a mediating role between manufacturing capability and corporate performance.

• Asia pacific journal of information systems
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• v.8 no.3
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• pp.75-100
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• 1998

The paper empirically examines relationships among information infrastructure, competitive advantage of information technology, and corporate performance of small and medium manufacturing firms. Effects of competitive advantage of information technology on the linkage between information infrastructure and corporate performance are investigated. The fact that SME's (Small and Mediem-sized Enterprises) are having difficulties in building their own information infrastructure due to the limitation of capital investment, technology, and manpower is the main motive for the study. 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. But linkage between information infrastructure and competitive advantage of information technology is proved to be weak and this result suggests that systematic and effective information strategy or planning is required to deliver expected advantages of information technology from information infrastructure investments. Also control effect of competitive advantage of information technology on information infrastructure-corporate performance linkage is not strongly recognized.

• Asia-Pacific Journal of Business
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• v.12 no.2
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• pp.61-79
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• 2021

Purpose - The purpose of this study was to analyze the impact of a company's competitive strategy on corporate performance in the highly competitive Chinese automotive industry. Design/methodology/approach - This study collected 14 survey data from automotive companies in China which be listed more than one year. We chosen the exploratory study with deriving research assignments, and the final research results are presented as propositions to proceed with the study. Findings - First, in the Chinese automobile industry, a company's competition strategy has a positive impact on corporate performance. and also the Differentiation strategy and the Low-cost strategy both have a positive impact on corporate performance. In addition, a company pursuing the Differentiation strategy that it would achieve better corporate performance than a company pursuing the Low-cost strategy. Second, it has been shown that the hybrid strategy rather than the pure strategy in the Chinese automobile industry can achieve higher corporate performance. Research implications or Originality - First, the type of competitive strategy in Chinese automotive industry were identified through the original strategies presented by Porter and Murray, and the impact of the Low-cost and the Differentiation strategies on corporate performance was analyzed. Second, contributing to the study of pure and hybrid strategies that are still under discussion now. Third, it also suggested practical implications that companies in China's automotive industry should pursue cost or differentiation advantages to secure competitive advantage.