1) The document discusses strategic human resource management (SHRM) and how it can be used to create a sustained competitive advantage.
2) It defines SHRM as linking human resource management strategies to business strategies in order to improve organizational performance.
3) The document argues that for organizations to deal with a changing global business environment, they need to reconsider their HRM strategies and implement SHRM practices to build capabilities that allow them to adapt and maintain competitiveness.
1) The document discusses strategic human resource management (SHRM) and how it can be used to create a sustained competitive advantage.
2) It defines SHRM as linking human resource management strategies to business strategies in order to improve organizational performance.
3) The document argues that for organizations to deal with a changing global business environment, they need to reconsider their HRM strategies and implement SHRM practices to build capabilities that allow them to adapt and maintain competitiveness.
The document discusses sustainable competitive advantage and how it is essential for business sustainability but is not adequately captured by traditional financial reporting. It defines sustainable competitive advantage as a company's ability to survive and prosper in competition over the long run through strategic assets that are valuable, rare, and difficult to imitate. While strategic assets drive competitive advantage, they are largely missing from financial statements which instead reflect past performance. The author argues that evaluating a company's competitive advantage requires focusing on information provided about strategic assets like technology, brands, and business processes in conference calls and presentations, rather than traditional accounting measures like earnings which can be delayed indicators of changes in competitive positioning.
This document discusses strategic resources that can provide sustainable competitive advantage for companies. It defines resources as any assets, capabilities, or knowledge that a company controls. To gain competitive advantage, resources must be valuable, rare, imperfectly imitable, and non-substitutable (VRIN). However, the authors identify an alternative framework of strategic resources being excellent, non-substitutable, non-tradable, rare, imperfectly imitable, and able to be modified (EXSTRIM). If companies can effectively combine and manage their strategic EXSTRIM resources, it can help them achieve and maintain a sustainable competitive advantage over competitors.
This document discusses a study examining the impact of knowledge sharing and knowledge retention on employee development through the mediation of sustainable competitive advantage and the moderation of transformational leadership. The study was conducted in the telecommunications sector, collecting data from 200 respondents. The findings showed that knowledge sharing and knowledge retention have a significant positive relationship with employee development. Sustainable competitive advantage was found to mediate this relationship. However, transformational leadership did not significantly moderate the relationship between knowledge sharing, knowledge retention, and sustainable competitive advantage. The document provides background on the concepts of knowledge sharing, knowledge retention, sustainable competitive advantage, and transformational leadership based on prior literature.
This document discusses factors that can help companies build and sustain competitive advantages. It analyzes leadership, organizational culture, design, and systems. Leadership is important through setting vision, mission, and governance. A company's values and culture also influence competitive advantage. Resources and capabilities are key, and must be valuable, rare, imperfectly imitable, and non-substitutable to provide sustained advantages. The document examines early strategy models and proposes that integrating multiple internal and external factors is needed to identify and sustain sources of competitive advantage.
The document discusses the sustainable competitive advantage of the German automotive industry. It analyzes the industry using Michael Porter's model of competitive advantage. It finds that Germany's highly trained workforce, concentration of automotive manufacturing and R&D facilities, demanding domestic market, and network of supporting industries have contributed to the industry's competitive advantage both domestically and globally. The industry's large investments in innovation and ability to anticipate changing consumer demands have also allowed it to sustain its competitive advantage over time.
The document discusses sustainable competitive advantage and how it is essential for business sustainability but is not adequately captured by traditional financial reporting. It defines sustainable competitive advantage as a company's ability to survive and prosper in competition over the long run through strategic assets that are valuable, rare, and difficult to imitate. While strategic assets drive competitive advantage, they are largely missing from financial statements which instead reflect past performance. The author argues that evaluating a company's competitive advantage requires focusing on information provided about strategic assets like technology, brands, and business processes in conference calls and presentations, rather than traditional accounting measures like earnings which can be delayed indicators of changes in competitive positioning.
This document discusses strategic resources that can provide sustainable competitive advantage for companies. It defines resources as any assets, capabilities, or knowledge that a company controls. To gain competitive advantage, resources must be valuable, rare, imperfectly imitable, and non-substitutable (VRIN). However, the authors identify an alternative framework of strategic resources being excellent, non-substitutable, non-tradable, rare, imperfectly imitable, and able to be modified (EXSTRIM). If companies can effectively combine and manage their strategic EXSTRIM resources, it can help them achieve and maintain a sustainable competitive advantage over competitors.
This document discusses a study examining the impact of knowledge sharing and knowledge retention on employee development through the mediation of sustainable competitive advantage and the moderation of transformational leadership. The study was conducted in the telecommunications sector, collecting data from 200 respondents. The findings showed that knowledge sharing and knowledge retention have a significant positive relationship with employee development. Sustainable competitive advantage was found to mediate this relationship. However, transformational leadership did not significantly moderate the relationship between knowledge sharing, knowledge retention, and sustainable competitive advantage. The document provides background on the concepts of knowledge sharing, knowledge retention, sustainable competitive advantage, and transformational leadership based on prior literature.
This document discusses factors that can help companies build and sustain competitive advantages. It analyzes leadership, organizational culture, design, and systems. Leadership is important through setting vision, mission, and governance. A company's values and culture also influence competitive advantage. Resources and capabilities are key, and must be valuable, rare, imperfectly imitable, and non-substitutable to provide sustained advantages. The document examines early strategy models and proposes that integrating multiple internal and external factors is needed to identify and sustain sources of competitive advantage.
The document discusses the sustainable competitive advantage of the German automotive industry. It analyzes the industry using Michael Porter's model of competitive advantage. It finds that Germany's highly trained workforce, concentration of automotive manufacturing and R&D facilities, demanding domestic market, and network of supporting industries have contributed to the industry's competitive advantage both domestically and globally. The industry's large investments in innovation and ability to anticipate changing consumer demands have also allowed it to sustain its competitive advantage over time.
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185. Summary
Currently the environment of the economical business knows various changes, as well as
the technical development. Competing augments progressively according to the time, and the
products become old with a minimum time.
The economical businesses do not remain isolated from the impact of this change, the
obliges of the research for a competitive advantage that induces the promotion of competitor,
it aims at acquiring resources for the continuous development of work with a means of
technological innovation.
For this study puts to acquire the economical business a competitive advantage, it is
necessary to ask for supply with the internal and external resources, and the technological
innovation, it inclines to the development of the advantage of a different product, and they did
continuous technological innovation to develop your competitive advantage with a developed
objective.
Key words: competitiveness, competitive advantage, resources, competencys, competitive
strategy, technological innovation.