STRATEGIC POSITIONING FOR SUSTAINABLE COMPETITIVE ADVANTAGE: AN ORGANIZATIONAL LEARNING APPROACH John I. Njuguna1 Jomo Kenyatta University of Agriculture and Technology Juja, Kenya Abstract Organizational learning is increasingly being considered as one of the fundamental sources of competitive advantage within the context of strategic management. However, most literature has not clearly linked organizational learning with sustainable competitive advantage. This paper, therefore, explores and discusses
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how the firm will achieve its objectives. It is also a theory about how to gain their competitive advantages(&core competency). And it encompasses the pattern of actions taken by an organization in pursuing its objectives. 2) Strategic management process: It is the process of how firms manage their formulation and implementation of their strategies. First, firms should set clear vision for their whole business and they should express it within a mission statement. In next stage, firm should
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activities in other countries. Global Business Business around the globe. Globalization The close integration of countries and peoples of the world. Gross domestic product (GDP) The sum of value added by resident firms, households, and governments operating in an economy. Gross national income (GNI) GDP plus income from non-resident sources abroad. The term used by the World Bank and other international organizations to supersede the term GNP.
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According to Michael Porter (1996), the essence of strategy is choosing to perform activities differently than rivals do. Discuss. Strategy is the direction and scope of an organization over the long term which achieves advantages for the organization through its configuration of resources within a challenging environment to meet the needs of markets and to fulfill stakeholder expectations. According to Porter, the goal of strategy is to achieve a “superior long-term return on investment.” Economic
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markets. Answer: FALSE Diff: 1 Topic: 1.1 Financial Globalization and Risk Skill: Recognition 2) Multinational enterprises (MNEs) are firms, both for profit companies and not-for-profit organizations, that have operations in more than one country, and conduct their business through foreign subsidiaries, branches, or joint ventures with host country firms. Answer: TRUE Diff: 1 Topic: 1.1 Financial Globalization and Risk Skill: Recognition 3) Ownership, control, and governance changes
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COMPETITIVE ADVANTAGE: KINETIC AND POSITIONAL By: Ma, Hao; Business Horizons, Jan/Feb2000, Vol. 43 Issue 1, p53, 12p, 1 diagram Competitive advantage is considered the basis for superior company performance. To perform at such a level consistently, a firm often has to nurture an evolving system of competitive advantages to carry it through competition and over time. What are the various possible types of such advantages? How can a firm systematically analyze the multiple advantages it could possess
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According to Michael Porter, the reason so many firms suffer aggressive, margin-eroding competition is because they have defined themselves according to strategic positioning rather than operational effectiveness. False; Moderate 3. When technology can be matched quickly, it is rarely a source of competitive advantage. True; Easy 4. According to the resource-based view of competitive advantage, if a firm is to maintain sustainable competitive advantage, it must control a set of exploitable resources
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Cost advantage/ Competing in distinctive way “If a company cannot be more operationally effective than its rivals, the only way to generate higher level of economic value is to gain a cost advantage or price premium by competing in a distinctive way”. Does this apply to the digital economy? Assess critically. It has been claimed that “value can be created with Internet communication either through finding ways of reducing costs or, on the demand side, by improving the match between buyer preferences
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identified as a key driver of hypercompetition which has transformed the marketplace by higher degree of uncertainty, rapid technological changes and price wars (Harvey, Novicevic, & Kiessling, 2001). Hypercompetition has toughened competition, forcing firms to respond with better ideas at a faster pace and leaving less room for mistakes. In order to achieve
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question this fact posed in my mind was: was this difference in productivity a reflection of the superior indigenous (and immobile) resources of the US (cf. the UK) economy; or was it due to the more proficient way in which the managers of US firms (cf. UK firms) harnessed and organised these resources? ± a capability which, I argued, at least to some extent, might be transferable across national boundaries. This article draws on various past contributions of the author, but most
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