Competitive Advantage Achievement through Innovation and Knowledge
TL;DR: In this article, the authors present the findings of a survey targeted at innovations and to identify knowledge as an important element in the process of innovations, since individuals who are holders of knowledge represent a tool for the gen- eration of innovations.
Abstract: In today's highly competitive environment the goal of each organisation is to defeat competition and win new customers. Individuals who are holders of knowledge represent a tool for the gen- eration of innovations. Thanks to their personal creativity, their knowledge, skills and abilities it is possible to generate new innovative ideas that will help organisations to achieve a competitive advantage. The aim of the article is to present the findings of a survey targeted at innovations and to identify knowledge as an important element in the process of innovations. Primary data were obtained through a questionnaire survey carried out in organisations in the Czech Repub- lic and evaluated using the tools of descriptive statistics and also the methods of comparison, induction, deduction and synthesis were applied. One of the conclusions of the article is that organisations find it important to innovate and support an innovative culture. Knowledge too is very significant in the innovation process since it represents not only important input, but also output of the transformation process.
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TL;DR: In this article, the authors build on corporate innovation, social innovation, and corporate social innovation literature to develop a preliminary theory and use case studies to build a framework that describes factors leading to successful CSI.
207 citations
Cites background from "Competitive Advantage Achievement t..."
...CSI provides business sustainability (Eccles & Serafeim, 2013) and increases competitive advantage (Fiorina, 2004; Hana, 2013), but the literature ought to provide a better understanding of how corporations adopt and integrate social innovation into strategy and operations....
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...Organizational structures—both formal and informal—yield innovation benefits for companies (Hana, 2013; Pfitzer, Bockstette, & Stamp, 2013; Tushman & Nadler, 1986)....
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TL;DR: In this article, the main components and roles of renewable energy resources (such as solar, wind, geothermal, hydropower, ocean, and biofuels) for the smart city were fully introduced.
193 citations
TL;DR: In this article, the authors examined the relationship between product innovation and sustainable competitive advantage, and the effect of product innovation on market driving, and market driving on sustainable competitive advantages (SCA) in rabbit meat merchants in the district of Ngablak Magelang.
Abstract: The purpose of this study is to analyze and provide empirical evidence on; - To examine the relationship between product innovation and sustainable competitive advantage, - To examine the relationship between product innovation and market driving and - To examine the relationship between market driving and sustainable competitive advantage. The population of this study is rabbit meat merchants with a total 110 people in the district of Ngablak Magelang. Techniques of data collection a done by distributing a questionnaire to the respondent and made documentation or records of the sources of the requires data. The analysis used in this study is by using the concept of Structural Equation Model (SEM) with Partial Least Square (PLS) program. The results of the study show that the effect of Product innovation (PI) on sustainable competitive advantage (SCA) is positive significant, The effect of Product innovation (PI) on Market Driving (MD) is positive significant, The effect of Market driving (MD) on sustainable competitive advantage (SCA) is positive significant. The implication of this study found that product innovation, market driving significantly affects sustainable competitive advantage.
129 citations
TL;DR: In this paper, the cheapest biochar derived from fermentation residues that are pyrolyzed by waste heat, was used as sorbent, and multiple austerity measures have been designed to modify the sorbent by ferric (Fe3+) and calcium (Ca2+) chemisorption.
104 citations
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TL;DR: In this paper, the authors argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: relation-specific assets, knowledge-sharing routines, complementary resources/capabilities, and effective governance.
Abstract: In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view.
11,355 citations
"Competitive Advantage Achievement t..." refers background in this paper
...This is even more important in the case of small organisations because, in comparison to large organisations, they have a reduced innovative autonomy and they do not usually collaborate with technological centers (Romero & Martinez-Roman, 2012; Dyer & Singh, 1998)....
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TL;DR: In this paper, the authors discuss the various types of innovation and focus on how to organize for today's work while managing for tomorrow's innovation, specifically the role of leadership and the relationship between executive leadership and innovation.
Abstract: In today's business environment, there is no executive task more vital and demanding than the sustained management of innovation and change. Rapid changes in the marketplace make it essential to think in terms of the future. This article discusses the various types of innovation and focuses on how to organize for today's work while managing for tomorrow's innovation. It also deals with the role of leadership—specifically, the relationship between executive leadership and innovation.
1,264 citations