Operational competencies and relational resources: a multiple case study

Zatta, Fernando Nascimento; Filho, Elmo Tambosi; Campos, Fernando Celso de; Freitas, Rodrigo Randow de

doi:10.1108/rausp-12-2018-0146

Cited by 5 publications

(3 citation statements)

References 65 publications

(114 reference statements)

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“…Several authors try to capture competitiveness by grouping based on factors and areas of competition (Barney et al 2001;Ireland and Hitt 1999). Despite the many different concepts, there is no doubt that intellectual capital is one of the most important resources of the knowledge society, one of the main factors of competition (Csath 2019;Pálfi 2019;Csath et al 2018;Makó et al 2018;OECD 2011;Subramaniam and Youndt 2005;Zatta et al 2019).…”

Section: Competitivenessmentioning

confidence: 99%

Competitive Factors of Fashion Retail Sector with Special Focus on SMEs

et al. 2020

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Nowadays small and medium sized enterprises have become increasingly important in contribution to job creation and economic growth both in national and European level. Considering the rapidly and continuously changing business environment, due to the impacts of globalization and concentration, staying competitive is a great challenge for companies in the 21st century, especially in fashion retail sector. The current paper is intended to map the current situation of the sector—focusing primarily on SMEs—through the extensive literature review; and provide a better understanding of sector-specific competitive factors in fashion industry. The research methods are the analysis of different related articles, reports and other scientific literature sources, in-depth interviews and questionnaire survey. The survey was validated by confirmatory factor analysis, data were analyzed and evaluated through PLS-SEM model. The main findings of the study show that the most important competitive factor is the compliance with consumer needs. Furthermore, the research also points out that SME sector lag behind chains, thus, they need to focus more on better understanding and meeting consumer expectations. In this activity, it would be useful if they received EU and domestic support for educational assistance.

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Section: Competitivenessmentioning

confidence: 99%

Competitive Factors of Fashion Retail Sector with Special Focus on SMEs

et al. 2020

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“…In March 2000, iFLYTEK cooperated with a large number of voice experts and scientific research institutes to launch the project "Voice Entrepreneurship Alliance in China." iFLYTEK has established the knowledge cooperation network with nearly 100 units including China University of Science and Technology, Institute of Acoustics of Chinese Academy of Sciences, Institute of Automation of Chinese Academy of Sciences, Institute of Language of Chinese Academy of Social Sciences, Huawei, IBM, and Intel and jointly established the joint laboratory, namely, "iFLYTEK Alliance Center" [45]. In 2014, the "Super Brain Program" was launched to attract the world's top voice experts to join in (annual speech of the head of the internal team of iFLYTEK "Super Brain Project," [2016-02-01], https://www.sohu.com/a/57533728_336009).…”

Section: Imitation Costs M 1 and Mmentioning

confidence: 99%

Research on the Coordination Mechanism of Value Cocreation of Innovation Ecosystems: Evidence from a Chinese Artificial Intelligence Enterprise

Chen

Guo

et al. 2021

Complexity

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This paper models the game process of the value cocreation of enterprises based on evolutionary game theory (EGT). The factors influencing value cocreation are found through mathematical analysis. Taking iFLYTEK as an example, a representative enterprise of artificial intelligence (AI) in China, six factors affecting value cocreation are verified, which are the excess return rate, the distribution coefficient of the excess return rate, coordination costs in the system, the cost-sharing coefficient, imitation costs, and penalties. These six factors have a profound impact on value cocreation in the ecosystem. Through the case study of iFLYTEK, it is concluded that innovation ecosystems can enable small- and medium-sized AI enterprises to grow. In order to build a sound ecosystem, we need to establish a mechanism to select partners, reduce the costs of cooperation, and strengthen the protection of intellectual property. At the beginning of the cooperation, it is necessary to establish a mechanism with clear responsibilities, rights, and interests. The conclusion is of great significance to the development of AI enterprises.

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“…Analyzing the competencies of organization specialists, scientists (Tūtlys et al, 2015;Melnikova & Trakšelys, 2016;Kotzab et al, 2018;Zatta et al, 2019;Chan & Luk, 2020) are still in disagreement concerning the content and scope of application. They make a distinction between the concepts of "competency" and "competence", stating, that "a competency" is a concept that defines the field of professional activity in which a person is competent, i.e., a description of work-related tasks or expected results; whereas, "a competence" is a concept that highlights aspects of human behavior associated with the performance of work and defines the main characteristics of the individual who has achieved, or is able to achieve, good performance results (Bondarenko et al, 2020).…”

Section: Concept and Content Of The Competence Of Logistics Specialists Ie Logistics Manager And Forwardermentioning

confidence: 99%