Impact of Competitive Advantage on Firms Growth Abstract Purpose: The purpose of this paper is to measure the Impact of Competitive Advantage on Firms Growth and firm’s performance. Methodology: Data were collected from 2 organizations using Questionnaires. The questionnaire consists of eighteen items that includes four items for demographic‚ four items for measuring training‚ five items for competitive advantage‚ three items for organization performance and two items for organization growth
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www.ccsenet.org/ijbm International Journal of Business and Management Vol. 5‚ No. 7; July 2010 Competitive Advantages and Strategic Information Systems Mahmood Hemmatfar‚ Ph. D. Faculty Member of Islamic Azad University‚ Brojerd Branch‚ Iran Mahdi Salehi‚ Ph. D. (Corresponding author) Assistant Prof. Department of Accounting and Management Ferdowsi University of Mashhad‚ Iran Tel: 98-912-1425-323 E-mail: Mahdi_salehi54@yahoo.com Marziyeh Bayat‚ Ph. D. Faculty Member of Islamic Azad University
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and a sense of competitive challenge (Virgin‚ 2007). 2. Strategic management and strategic competitiveness In this context‚ VB has built strong strategic competitiveness in Strategic management. Strategic management is an endeavour to examine wealth creation and capture it by firm. Firms should be aware of their business level and should struggle to maintain or to expand their competitive advantage. Strategic competitive advantage is gained when the firm fully achieves core-value implementation
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Core Competence for SustainableCompetitive Advantage:A Structured Methodology for Identifying Core Competence Khalid Hafeez‚YanBing Zhang‚Naila Malak IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT‚VOL.49‚NO.1‚FEBRUARY 2002 Speaker: Pei-Yung Zhong 2002/08/14 1 Outline • Introduction • New Waves of Strategic Management • Capability is Formed by the Integration of Resources • Firm Competencies are Special Capabilities • Core Competencies are Flexible • Core Competence Identification:A Case Study • Discussion
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Formula One In May 2009 Max Mosley‚ then President of the Federation Internationale de l’Automobile (FIA)‚ declared that “the sport could survive without Ferrari.”1 Incensed by such brazen disregard of the team’s influence and further angered by proposed changes to the competition’s format‚ Ferrari announced that it did not intend “to enter its cars in the next Formula One world championship.”1 By June‚ eight of the ten F1 teams had declared their intention to join Ferrari’s breakaway championship
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shift from a Push system to a Pull system to achieve order to cash; small order quantity; small lot size and a minimum inventory; consolidation of process (including the consolidation of network analysis and the transportation cost) and eliminate the wastes (including third party logistics‚ core competency and create value) to achieve ¡§Lean¡¨ in the supply chain is also important. By the way‚ many organizations are developing and maintaining global manufacturing‚ logistics‚ and marketing alliances
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dabznal心gement 1991 Vol. 17 No. 1 99-120 ‚ ‚ ‚ Firm Resources and Sustained Competitive Advantage JayBarney 海’xas A&M University Understanding sources of sustained competitive advantage has become a major area of research in strategic management‚ Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these d，胡erences are stable over time‚ this article examines the link betweenfirm resources and sustained conψeti tive advantag，ι
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ADVANCE STRATEGIC MANAGEMENT 1. What is consumerism? DEFINITION Consumerism can be defined in two different ways; 1. Consumerism is a theory which states that buying and consuming goods and services in a large amount are more beneficial to the economy. Thus this theory appreciates gradually increased consumption of goods and services. 2. Consumerism means ‘consumer protection’. It is a movement or policy that protects the interests of consumers via truthful packaging‚ honest
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Question 3: What do you identify as Sony’s resources‚ capabilities and core competencies? Does Sony have a sustainable competitive advantage? Sony Corporation is considered one of the world’s most successful companies‚ operating in the “electronics‚ games‚ music‚ films and financial services” industry (Hanson et al‚ 2001). Sony is known for creating “products that stimulate the senses and refresh the spirit” (Sony‚ 2007). Effectively managing a combination of its resources‚ capabilities and core competencies
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Chapter 2—Strategic Planning for Competitive Advantage TRUE/FALSE 1. The manufacturer of Macho brand martial arts products was implementing a strategic plan when it sponsored a local karate tournament for teenagers. ANS: F Such a short-range decision is typically a tactical plan or operating decision‚ not a strategic plan. PTS: 1 OBJ: 02-1 TOP: AACSB Reflective Thinking KEY: CB&E Model Strategy MSC: BLOOMS Level III Application 2. Berkshire Hathaway Inc.‚ a large property insurance company
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