Managerial conceptualisation of Competitive advantage

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F75081431%3A_____%2F24%3A00002880" target="_blank" >RIV/75081431:_____/24:00002880 - isvavai.cz</a>

Výsledek na webu

<a href="https://jssidoi.org/jesi/uploads/articles/46/Kalmus_Managerial_conceptualisation_of_Competitive_advantage.pdf" target="_blank" >https://jssidoi.org/jesi/uploads/articles/46/Kalmus_Managerial_conceptualisation_of_Competitive_advantage.pdf</a>

DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Managerial conceptualisation of Competitive advantage

Popis výsledku v původním jazyce

This paper aimed to fill the gap in the managerial conception of competitive advantage by identifying and describing the specific sources that enable the firm to achieve higher economic value. These resources are rarely treated consciously in practice but more often subconsciously, intuitively, or just based on long-standing best practices. The article focused on structuring, classifying, and naming specific sources of competitive advantage and linking them to managerial frameworks, theories, and concepts from the field of strategic management that are categorised according to the same or similar behavioural characteristics. At the same time, the paper outlines the linkages between sources of competitive advantage, corporate strategy, value chain, and sustainability of competitive advantage. The research method of bibliometric analysis used revealed the interrelationships between the concept of "competitive advantage" and "key characterising keywords", and 9 clusters represented by the most frequent keywords were formed. By their descriptive sentence interpretation, the clusters were then classified under commonly known strategic frameworks and concepts, which differ from each other but represent well-known and understandable theories with clear generic characteristics, specific manifestations, and uniform and consistent characteristics. Within these, the authors then extract 135 prominent sources of competitive advantage where, by looking back at their roots and origins, managers can come to a clearer understanding of the theoretical area or framework that relates to their own achieved or potentially achievable competitive advantage. A deeper understanding of these strategic components enables managers to stimulate new ideas and innovations and significantly contribute to creating new and previously undiscovered competitive advantages.

Název v anglickém jazyce

Managerial conceptualisation of Competitive advantage

Popis výsledku anglicky

This paper aimed to fill the gap in the managerial conception of competitive advantage by identifying and describing the specific sources that enable the firm to achieve higher economic value. These resources are rarely treated consciously in practice but more often subconsciously, intuitively, or just based on long-standing best practices. The article focused on structuring, classifying, and naming specific sources of competitive advantage and linking them to managerial frameworks, theories, and concepts from the field of strategic management that are categorised according to the same or similar behavioural characteristics. At the same time, the paper outlines the linkages between sources of competitive advantage, corporate strategy, value chain, and sustainability of competitive advantage. The research method of bibliometric analysis used revealed the interrelationships between the concept of "competitive advantage" and "key characterising keywords", and 9 clusters represented by the most frequent keywords were formed. By their descriptive sentence interpretation, the clusters were then classified under commonly known strategic frameworks and concepts, which differ from each other but represent well-known and understandable theories with clear generic characteristics, specific manifestations, and uniform and consistent characteristics. Within these, the authors then extract 135 prominent sources of competitive advantage where, by looking back at their roots and origins, managers can come to a clearer understanding of the theoretical area or framework that relates to their own achieved or potentially achievable competitive advantage. A deeper understanding of these strategic components enables managers to stimulate new ideas and innovations and significantly contribute to creating new and previously undiscovered competitive advantages.

Druh

J_imp - Článek v periodiku v databázi Web of Science

CEP obor

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OECD FORD obor

50200 - Economics and Business

Projekt

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Návaznosti

V - Vyzkumna aktivita podporovana z jinych verejnych zdroju

Rok uplatnění

2024

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

Entrepreneurship and Sustainability Issues

ISSN

2345-0282

e-ISSN

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Svazek periodika

12

Číslo periodika v rámci svazku

2

Stát vydavatele periodika

LT - Litevská republika

Počet stran výsledku

22

Strana od-do

378-399

Kód UT WoS článku

001414735600023

EID výsledku v databázi Scopus

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