Tayyebeh Amini; Majid Nasiri; Parviz Saeidi; Ebrahim Aabbasi
Abstract
The turmoil in the business environment has led to unpredictable changes that, on the one hand, have created new opportunities to gain value and, on the other hand, have hampered companies' competitive advantages and, in some cases, led to their disappearance. In such an environment, successful organizations, ...
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The turmoil in the business environment has led to unpredictable changes that, on the one hand, have created new opportunities to gain value and, on the other hand, have hampered companies' competitive advantages and, in some cases, led to their disappearance. In such an environment, successful organizations, especially knowledge-based companies, seek to use strategic entrepreneurship, that is, taking advantage of current competitive advantages and discovering innovations that determine future competitive advantage, as a key factor in achieving success. The need for strategic management and entrepreneurship activities simultaneously in the form of strategic entrepreneurship leads to a significant impact on the success of the company, the development of competitive advantages, effective allocation of resources in proportion to current and future activities. This research has used the meta-combined method to explain and identify the indicators of strategic entrepreneurship which has led to the identification of 70 codes, 16 concepts and 6 categories and has leveled them using the interpretive structural modeling method. It has been the case that environmental factors at the fourth level, organizational factors, economic factors and innovative factors at the third level and individual and social factors at the second level and entrepreneurial opportunities and capabilities at the first level.
Davod HosseinPour; Fatemeh Shams
Abstract
Nowadays, particular attention and investment on positive aspects is necessary for organizations success. In this regard, positive organizational behavior and its various aspects create psychological capital which, in researchers' view, can provide competitive advantage for organizations. Obtaining competitive ...
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Nowadays, particular attention and investment on positive aspects is necessary for organizations success. In this regard, positive organizational behavior and its various aspects create psychological capital which, in researchers' view, can provide competitive advantage for organizations. Obtaining competitive advantage is of high importance and priority for organization in different industries. With regard to high completion in food industries and based on thorough investigations, Kaleh food industries, known as a famous brand inside and outside Iran, were selected as the case study.The data collection instrument was questionnaire. The Reliability and Validity of the questionnaire were confirmed by Cronbach's alpha and Construct and Content Reliability, respectively. For data analysis, correlation coefficient, average test and t-test were calculated, and construct equation modeling was presented. The findings of the study confirmed the significant effect of all four dimensions of positive organizational behavior on competitive advantage.
F R; J M; Hoda purzare
Abstract
Capable human resourceisan important source ofin organizations, and organizations need efficient human resoures to acliveve their golas. Due to the increasing rate of dynamism in competitive environments it isrecommended that measures of employee adaptability be included as a mechanism that may be relevanct ...
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Capable human resourceisan important source ofin organizations, and organizations need efficient human resoures to acliveve their golas. Due to the increasing rate of dynamism in competitive environments it isrecommended that measures of employee adaptability be included as a mechanism that may be relevanct of HCM to firm competitiveness. The present study attempts to explore the impact of High Commitment human resource management on competitive advantage and human resource flexibility with the moderating role of the dynamics of the environment. This is a descriptive study of the practical purpose. The target population included 540 managers of manufacturing companies and polymeric materials and chemical products in Khuzestan province, which is the sample size of 226 persons for the study. On a sample of 100 Productive firms, the study’s results confirm that HCM influences Competitive Advantage through its impact on the firm’s human resource (HR) flexibility. Moderating role of environmental dynamism was not approved in the relationship between human resource flexibility and competitive advantage in Productive Firms.
Seyad Ahmad Hosseini; Fatemeh Shams
Volume 23, Issue 75 , September 2014, , Pages 137-159
Abstract
Nowadays, Many researchers believe that the psychological capital of organizations can Contribute to a sustainable competitive advantage. On the other hand, to keep that presence in global markets, organizations need to make use of novel ideas in the market. One of the latest ...
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Nowadays, Many researchers believe that the psychological capital of organizations can Contribute to a sustainable competitive advantage. On the other hand, to keep that presence in global markets, organizations need to make use of novel ideas in the market. One of the latest innovation paradigms in the organization leading to competitive companies, is known as open innovation. In this paradigm, efficient interaction with the outside inshrutions of the organizational including the competitors may be present throughout the process of innovation. therefore, this study aimed at investigating the impact of positive organizational behavior & Open innovation on the improve of competitive advantage. Kaleh Food industries, as one of the international brands with a great diversity in products and using open innovation in producing similar to foreign products has been investigated in the present study. the methodology of this study is Descriptive and Correlational. 170 manager & experts of Kaleh food industries participated in the study, 118 of which were selected as the sample group by random selection. The data collecction instrumant was questionnaire. the Reliability and Validity of the questionnaire were confirmed by Cronbach's alpha and construct and content Reliability , respectively. PLS software was used for data analysis. correlation coefficient, average test and t-test were calculated, and contruct equation modeling was presented. the findings of study confirmed the effect of positive organizational behavior & open innovation on competitive advantage. First and second hypothesis stating the impact of positive organizational behavior on open innovation and positive organizational behavior on competitive advantage, respectively, was confirmed. , however, the third hypothesis stating the impact of open innovation on competitive advantage was not confirmed
Habib Rudsaz; Behrooz Rezaeemanesh; Shaghayegh Tavakoli
Volume 21, Issue 68 , December 2013, , Pages 109-134
Abstract
Frontline employees are an important source of differentiation and competitive advantage in the service sector. So in banks as the most important economical and service sector enterprise, employees organizational citizenship behavior is very important. Because Such employees are the most important source ...
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Frontline employees are an important source of differentiation and competitive advantage in the service sector. So in banks as the most important economical and service sector enterprise, employees organizational citizenship behavior is very important. Because Such employees are the most important source of competitive advantage. The purpose of this research studying soft factors that correspond to behavioral area and create competitive advantage in organizations and does organizational citizenship behavior cause competitive advantage, at last a comparative study about the situation of those factors in Tejarat and Mellat banks have done.
This study is a quantitative study that is done in1390- 1391 in a sample of 1100 employees and customers of 76 branches of Tejarat Bank and 73 branches of Mellat Bank. To gather data two questionnaires for employees and customers based on Likert Scale are used and they are analyzed by descriptive and inferential statistics methods. To determine the constructs of the conceptual model variables PLS software and structural model are used. Composite reliability and Cronbach Alpha are used to measure questionnaires reliability, so all of the factors coefficients are more than 0.7. Discriminant validity by Average Variance Extracted (AVE) indicator is used to determine convergent validity, so the AVE indicator is more than 0.5. Discriminant validity in the research constructs has good fitness. So the average variance square root is more than the correlation coefficient between each concept and the concepts. Findings show that the model has good comeliness totally and all the parts of the model including measurable parts and structural parts are meaning full. So the individual, managerial and organizational factors create organizational citizenship behavior and these factors create competitive advantage by organizational citizenship behavior. It is also found that the banks should promote organizational factors including organizational support, organizational justice and organizational culture and draw up suitable strategies and long term plans. This kind of studies can be used by managers to increase human resource and organization productivity
Iraj Soltani; Bahrami Reihaneh
Volume 20, Issue 62 , September 2010, , Pages 163-193
Abstract
maturity individually, procedurally and organizationally. Based on the studies conducted on organizational maturity at individual, procedural and organizational levels, a brief reference can be made to the following eight components taken as their signs and finding: 1. Sustainable ...
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maturity individually, procedurally and organizationally. Based on the studies conducted on organizational maturity at individual, procedural and organizational levels, a brief reference can be made to the following eight components taken as their signs and finding: 1. Sustainable Organizational Development, 2. Increased Productivity 3. Organizational Excellence and Development, 4. Employees Excellence, 5. Customer-Related Excellence, 6. Competitive Advantage, 7. Organizational Agility and 8. Increased Organizational Adaptability.The present work was conducted with the aim to measure the effect of organizational maturity on each of the above eight components at Mobarakeh Steel Company in 2010. In this study a statistical population comprising Mobarakeh Steel Company managers and professionals, 95 in number and a sample of 76 people were selected randomly based on the Morgan table. An inventory was developed to measure the effect of organizational maturity on maturity components. Having collected the data, the researcher analyzed the data using SPSS, Minitab, T-test and Tukey Posttest. The results indicated that the effect of individual maturity on organizational excellence was 47.86 %, the effect of procedural maturity 49.36 % and the effect oforganization maturity was 49.44 %. A study of reliability and internal validity of the test revealed that the reliability of the inventory was 0.921.
naaser sanobar; nasrin mehdi zade asl
Volume 19, Issue 59 , September 2009, , Pages 71-86
Abstract
At present age, In conditions that Marketing reviews a new generation of concepts, Social Ethics and Responsibilities has got a special place. Human health, pollution and scarcity of primary sources are tile subjects that vindicate attention to social responsibilities. One of the important tools for ...
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At present age, In conditions that Marketing reviews a new generation of concepts, Social Ethics and Responsibilities has got a special place. Human health, pollution and scarcity of primary sources are tile subjects that vindicate attention to social responsibilities. One of the important tools for differentiating from competitors in this competitive world and getting competitive advantage for increasing market share is paying attention to Social responsibilities in business. In this paper, has been tried to investigate the relationship between attention to social responsibilities and marketing performance. In this research marketing performance has been measured by these three factors: Market share, brand reputation and getting Competitive Advantage. According to data collecting method, research method is descriptive. For collecting data has been used questionnaire. Because of newness of subject between this state's producers, this research has been accomplished as a Case study and excellent exporters of food industrial of eastern Azarbayjan has been chosen as statistic sample. Collected data was analyzed by 16' s version of SPSS software. At last, the results show that there is a positive relationship between social responsibilities and marketing performance. In other words, attention to Social Responsibilities cause increasing market share, Brand reputation and getting Competitive Advantage and improve the marketing performance of company at all.
