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An
Examination of the "Sustainable Competitive Advantage" Concept:
Past, Present, and Future -- Nicole P Hoffman
Due
to the importance of long-term success of firms, a body
of literature has emerged which addresses the content of
Sustainable Competitive Advantage (SCA) as well as its sources
and different types of strategies that may be used to achieve
it. The purpose of this paper is to trace the origins of
SCA and discuss how it has been applied to marketing strategy.
It is organized as follows: First, early contributors are
cited and potential sources of SCA are presented. A formal
conceptual definition of the construct is given, followed
by a discussion of how SCA is linked to other concepts in
the strategy field. A theoretical model of how an SCA is
achieved in a network setting is offered, and future research
opportunities are suggested
© 2000 Academy of Marketing Science Review, Vol.2000, No.4.
(www.amsreview.com). Reprinted with permission.
Total
Quality Management and Sustainable Competitive Advantage -- Richard Reed, David J Lemak and Neal P Mero
Although
it is generally accepted that Total Quality Management (TQM)
can generate a sustainable competitive advantage, there
is, surprisingly, little or no theory to underpin that belief.
Therefore, the primary purpose of this paper is to explore
the validity of the claim. By drawing on the market-based
theory of competitive advantage, resource-based theory of
the firm, and systems theory, we are able to conclude that
the belief is warranted. We deduce that the content of TQM
is capable of producing a cost - or differentiation-based
advantage, and that the tacitness and complexity that are
inherent in the process of TQM have the potential to generate
the barriers to imitation that are necessary for sustainability.
© Reprinted from Journal of Quality Management Vol 5, 2000,
PP 5-26 with permission from Elsevier.
The
Dynamics of Rivalry -- Kim Warren
Executives
face a constant challenge to understand and manage competition
over time. In this battle, they utilize the resources they
already possess in an attempt to develop further the resources
they need for the future in a quicker and more sustainable
manner than their competitors. Just three forms of rivalry
capture the dynamics of these processes, each form applying
not only to customers, but also to any other assets that
must be won against rivals. In complex industries, the interactions
between multiple competitors can be simplified by grouping
firms together, and industry evolution and scenarios for
the future can be evaluated using extensions of this approach.
© Kim Warren. An earlier version of this article was orginally
published in "Business Strategy Review" vol 10, issue 4.
Reprinted with permission.
Tisco: Performance
Analysis for Future Growth Performance Analysis for Future
Growth Performance Analysis for Future Growth
-- V S Pai and S Subramanian
Following
the opening up of steel industry in the early 90s, with
expectations of steep demand growth, many green field steel
capacities have added. But the expectations proved to be
wrong. The demand growth turned sluggish and as a result
all the major steel makers went red. TISCO was the only
exception. The company, which was in serious trouble in
early 90s has not only bounced back but also overcame the
demand slump in the late 90s to remain in the profit block.
It has become one of the lowcoststeel makers in the process.
But given the integrating and consolidating nature of the
global steel market, TISCO needs to make some strategic
moves for its long-term survival.
© IUP. All Rights Reserved
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