Corporate reputation has evolved into a strategic and intangible corporate asset and accordingly directors, as custodians of corporate reputation, are tasked with building and managing corporate reputation as a source of competitive advantage. The purpose of this research is to ascertain the extent of the operationalisation of corporate reputation and the perspectives of directors as to the manner in which they perceive, value, build and manage corporate reputation. A critical review of the corporate reputation literature evidenced much ambiguity as to the definition of corporate reputation, whilst the value and competitive advantage of corporate reputation, has been empirically established. The literature within this realm fails to adequately address the operalisation of this construct and accordingly, this study attempts to address the apparent void in the academic literature by offering empirical evidence as to the manner in which directors build and manage a company’s reputation by proposing a framework to guide directors in their endeavours. In order to gauge director’s perspectives, 12 semi-structured, in-depth interviews were conducted with the directors of a multi-national company based in South Africa. The company operates in a highly regulated and competitive industry and the research findings demonstrate that corporate reputation is indeed acknowledged as a key, intangible asset. Whilst the directors did not possess clear insight into building and managing corporate reputation, several key themes emerged and the findings are consolidated into a proposed framework and a portfolio of the dimensions of corporate reputation are established. This study lays the foundation for further studies within the realm of operationalising corporate reputation, particularly as a source of competitive advantage. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Two major objectives of organisations are to achieve firm performance and to maintain a competitive advantage; strategies to achieve these objectives differ widely. Research at the entrepreneurship and marketing interface investigates the application of both dimensions on firm activities, processes and behaviour to achieve different performance parameters. In the field of entrepreneurial marketing research two key approaches are discussed: a market-driven and a market-driving approach. Market-driven approaches, though applied by many organisations, are less successful in allowing organisations to outperform others and create long-term competitive advantage. Market-driving, on the other hand, is considered to contribute to enduring competitive advantage. Current research indicates that the construct of market driving and the factors that influence it are not well understood. The purpose of this study is therefore to measure market driving and determine firm-internal factors that influence an organisation’s market-driving ability in the South African healthcare industry. In this research, constructs drawn from the literature study were used to formulate the conceptual framework and statistical model. The empirical part of the study used a fully structured telephonic questionnaire and the respondents were managers in organisations in the South African healthcare industry. Data analysis employed structural equation modelling. The results indicate that market driving can reliably be measured by three activities: market sensing; influencing customer preferences; and alliance formation. Entrepreneurial behaviour, strategic orientation and entrepreneurial capital have a more positive impact on market-driving ability than corporate entrepreneurial management. The study demonstrated that market-driving ability significantly benefits firm performance and relative competitive strength. The study provides a solid basis for future research in the field. Moreover, the results of the study can be applied by organisations in a three-step process. First, organisations can assess their current level of market driving. Second, they can assess influencing factors, and finally identify areas for improvement. Through continuous reassessment organisations can work on their market-driving ability to achieve their organisational objectives. / Thesis (PhD)--University of Pretoria, 2011. / Business Management / unrestricted

This research aimsto highlight the attributes that contributeto a sustained competitive advantage of small-mediumenterprises (SMEs) in a sustainable context. With this knowledge, the studycan show academia and other organizations how to approach sustainability concerns and perform more effectively.The phenomenon of sustainable practices as a driver of sustainable competitive advantage among small and medium-sized firms (SMEs) in Germany was explored in this thesis. This research employs resource-based theory to explore the relationship between sustainable practices and competitive advantage in SMEs. According to resource-based theory, internal corporate resources and competencies provide a competitive advantage. In other words, the goal of this study is to look at the ESG (Environmental, Governance, and Social) elements of sustainability using resource-based theory. Finding out what a company is doing to ensure a resource's long-term sustainability raises manyquestions. Thus, toaddress such questions, qualitative analysis was used to obtain data for the interviews in this study. The multiple case study procedure utilized an abductive methodological approach, moving between empirical evidence and acquired theory.According to thefindings of this study, the firms under investigation have made efforts to improve ecologicalsustainability by incorporatingsustainability into their operations.The findings reveal that businesses believe they are accountable for making strategic decisions that benefit the environment and society. However, due to the early stages of the product life cycle or financial constraints, the company is still lagging in implementingthe ESG dimension. / <p>Online Presentation via Zoom</p>

Purpose – The purpose of this paper is to examine practices, realities and opportunities relevant to Moroccan tourism. In the process, the competitiveness of this vital economic sector is assessed. Based on this examination, relevant, benchmarking implications are identified and advanced to policy makers. Design/methodology/approach – The shiftshare technique is utilized to analyze tourist arrivals, from different regions of the world, to Morocco, Turkey, Tunisia and Egypt. The shiftshare analysis is utilized to understand the existing competitive position of Morocco in relation to her main competitors. Findings – The results of the shiftshare analysis revealed that Morocco has not performed as well as the rest of the competitors in the benchmark group. This was attributed, in part, to focusing on markets with less potential for growth. Research limitations/implications – The shiftshare technique utilized in this study is a diagnostic tool. Thus, more research is needed to uncover the dynamic relationships relevant to the competitive position of Moroccan tourism. Practical implications – The findings of this study have clear benchmarking implications to Moroccan policy makers, as they pursue a more comprehensive and systematic tourism strategy. Originality/value – The applied research presented in this article is consistent with the increasing significance of global tourism.

The lack of successful knowledge management (KM) practices significantly hinders competitive advantage in small businesses. This case study was designed to explore what effective KM strategies convenience foods franchise industry business owners or managers use to increase competitive advantage. The study population consisted of 7 fast food franchise owners or managers in or near the Research Triangle Park area of North Carolina. The cognitive model of KM was the conceptual framework that grounded the study. Face-to-face interviews were used for the data collection process. Data were organized into nodes and coded for thematic analysis. The 3 major themes that emerged from the data were training as a KM strategy for competitive advantage, people-focused KM strategy for competitive advantage, and a collaborative team environment for KM implementation. The implications for positive social change include assisting in extending the life and dominance of U.S. based franchised businesses through improved competitive advantage strategies. The sustainment of local franchise businesses could also benefit local communities in the form of job opportunities and economic stimuli.

Organizations that can successfully develop both radical and incremental innovations positively impact sustained competitive advantage, dramatically improving their chances of survival and success in both dynamic and stable environments (Han et al. 2001; Tushman and O'Reilly 1996). Experimentation and radical innovation are mandatory knowledge assets for competitive play in emerging markets, but efficiency and incremental innovation are essential for mature markets (He and Wong 2004; Tushman and O'Reilly 1996). The attainment of dual focus between radical and incremental innovation is challenging and calls for organizational architectures of sometimes conflicting processes, structure, and culture (cf, Tushman and O'Reilly 1996; Wind and Mahajan 1997). While prior research has investigated the structural and cultural determinants (Duncan 1976; Gibson and Birkenshaw 2004), there is a significant lack of research addressing the third major element of business processes. Without winning business processes in place that influence both exploration and exploitation, a successful portfolio mix of radical and incremental product innovations that maximize customer value and benefits will not be fully realized, and firm performance will suffer. Through core business processes, marketing's role and influence is significant in increasing customer value creation in the resulting product innovations. By mapping the "inside-out" and "outside-in" processes of a market-driven organization (Day 1994) into the Srivastava et al. (1999) core business process framework, this dissertation develops and tests a model of business process influence on dual focus in innovation strategies in the context of the high technology manufacturing environment. Each of these processes is critical in generating maximum customer value and is an explicit input into strategic choices and decisions (Srivastava et al. 1999). Specifically, it is argued and proposed that the Product Development Management (PDM) process, comprised of the processes of market experimentation, technology monitoring, and technology competence, predominantly influences exploration while the Supply Chain Management (SCM) process, comprised of the processes of channel bonding and quality process management, predominantly influences exploitation. The Customer Relationship Management (CRM) process, encompassing the processes of lead user collaboration, competitor benchmarking, and current customer knowledge process, acts as a moderator to add dual focus to these extremes by interacting with PDM processes to enhance exploitation and with SCM processes to enhance exploration. Furthermore, it is proposed that firms successfully achieving a dual focus have greater firm performance than firms entrenched in either extreme. Hypotheses were tested with data collected from a nationwide sample of high technology manufacturers. The results largely supported the main effect hypotheses of the PDM processes and SCM processes on exploration and exploitation. Additionally, the hypothesis of a positive interaction between exploration and exploitation on firm performance was also supported, however no visible support was garnered for the moderating impacts of CRM processes on PDM and SCM processes as hypothesized. Post hoc analyses were performed, bringing additional insight into dual focus based on the successful implementation of opposing businesses processes. Specifically, dual focus firms were shown to have multiple processes in place that impact both types of innovation strategies and that these firms implement these processes to a greater extent than those firms operating in the more extreme positions. Academic and managerial implications are discussed, as well as study limitations and exciting future research directions.

The connotation that intellectual capital (IC) replaces physical assets as the major source of competitive advantage (CA) is now generally accepted in both management and accounting literature. Thus, IC management has become a major concern for management regarding enhancing firm performance (FP). The main objective of this thesis is to examine the relationship between IC and FP and whether this relationship is direct or indirect through the firm’s CA, IC management tool use (through balanced scorecard (BSC) implementation) and the success in the use of the IC management tool. To achieve this objective, this thesis is divided into three research frameworks. The first framework examines the mediating effect of CA on the relationship between IC and FP. The second framework focuses on the mediating effect of BSC implementation on the relationship between IC and firms’ CA and performance. The third framework investigates the mediating effect of the success factors and BSC implementation success on the relationship between BSC implementation extent, CA and FP. This study used both quantitative and qualitative data. The quantitative data were collected using a questionnaire sent to 192 Omani firms with a response rate of 54%. Depending on the survey participants’ willingness and availability, 32 interviews were also conducted in order to support the results from the survey further. The results suggest that the relationship between IC and FP is indirect through the mediation impact of the extent and success of BSC implementation, the success factors and CA.

No description available.

No description available.

Yes / Blockchain has enormous capabilities to transform traditional business models in countless ways. Banks in India are building collaborative blockchain ecosystems to create an innovative business model and disrupt the traditional one to create more competitive advantage. This study’s purpose was to examine the relationship between blockchain capabilities (BCC), competitive advantage (CA), and organizational performance (OP), as well as evaluate CA’s mediating role in the relationship between BCC and OP. In this context, a scientific research model, including a hypothesis, has been developed from extant literature. The proposed model was tested using statistical data collected from blockchain specialists, blockchain product marketing managers, experts in future and emergent technology, and banking, finance, and tech managers or executives who are involved in planning and deploying practical blockchain in the financial sector. Data were analyzed and tested using AMOS 22.0 and a process macro using a sample comprising 289 responses. Our empirical results indicated a significant positive relationship between BCC, CA, and OP, as well as a relationship between BCC and OP, partially mediated by CA. This paper took an original approach and contributes to the literature on this subject to understand CA’s mediating role in the relationship between BCC and OP in the Indian banking sector.