An Investigation of Competitive Priorities and competitive Advantage among small scale industries with reference to Coimbatore city

Kavitha, P.; Karthikeyan, P.; Devi, Novitasari

doi:10.9790/487x-0733944

Cited by 4 publications

(4 citation statements)

References 13 publications

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“…Plethora of research has proven that competitiveness is a complex issue, which varies in meaning among organizations. Some organizations regard competitiveness as the ability to attract customers to their offerings over other organizations, others view it as the ability to continuously improve process capabilities, and meanwhile some authors view it in terms of productivity or output of the firm (Kavitha, 2013). A company’s competitiveness depends on its ability to perform well in such dimensions as cost, quality, delivery and flexibility (Kavitha, 2013), which are the four strategic capabilities considered as competitive priorities (Connor, 2003) and mostly comprised within conceptual and empirical studies.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Competitive advantage is defined as the ability of a firm to offer the customer valuable products over its rivals (Porter, 1991), while the term “competitive priorities” has been widely used to describe the dimensions that a firm’s production system must possess to fulfill market demands in which the firm wishes to compete over. Previous research emphasized that competitive advantage and competitive priorities are significantly related (Awwad et al , 2013; Kavitha, 2013). Early framework for gaining competitive advantage contained only cost leadership and product differentiation, while more comprehensive definitions contained: product leadership, operational excellence and customer intimacy; another one identified six criteria as competitive priorities: quality, cost, delivery, flexibility, customer focus and know-how (Awwad et al , 2013).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Herein, a company’s competitiveness depends on its capabilities to compete efficiently in such dimensions as cost, quality, delivery and flexibility (Kavitha, 2013), which are the four strategic capabilities considered as competitive priorities (Connor, 2003) and help firms set the right course of actions for selection of their process (Jitpaiboon, 2014). Collaboration is an approach to SCM (SCM) and is characterized by joint planning, resource coordination and process integration between buyers, suppliers, and other partners in a SC (Horvath, 2001).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Collaboration: the key to gain value from IT in supply chain

Alsaad

Yousif

Al-Jedaiah

2018

EMJB

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Purpose The purpose of this paper is to investigate the role of electronic collaboration (e-collaboration) including information sharing, resource sharing and joint knowledge creation in value creation within pharmaceutical supply chain (SC) and achieving competitive priorities for pharmaceutical companies in Jordan. Design/methodology/approach A descriptive analytical methodology was used through a comprehensive review of published and unpublished work from secondary sources of information in the areas of specific interest: e-collaboration and competitive priorities. The study was conducted at Jordan Food and Drug Administration (JFDA) (of which many pharmaceutical companies are linked electronically through JFDA workflow system). Data were collected (using paper questionnaire) from 90 electronically collaborating pharmaceutical companies and 81 complete responses were received, forming a 90 percent response rate. The analysis of collected data was performed using partial least square structure equation modeling. Findings The results of the analysis indicated that e-collaboration dimensions, information sharing and resource sharing, have a positive impact on competitive priorities, while joint knowledge creation was not significantly related to them. The results suggest that value creation in SC electronic systems is contingent on mutual resource synergy and joint collaboration among trading partners. Research limitations/implications The sample size for this study does not include all pharmaceutical companies in Jordan, as this electronic linkage within the pharmaceutical companies is at its early stage. Moreover, competitive priorities examined in this research are limited to a single industry context. Practical implications This study offers a new insight into information technologies (IT)/business values that can be beneficial to IT and SC managers. By proposing the association between e-collaboration activities and competitive priorities, IT and SC managers are provided with a useful tool to link IT with collaborative activities that lead to value creation. To the best of the authors’ knowledge, this research is one of the early studies about e-collaboration in pharmaceutical SC and competitive priorities in Jordan. As such, managers of manufacturing companies can use the outcome of this study to establish more collaborative partnerships within their SCs. This research contributes to encouraging pharmaceutical firms to focus on their export and marketing capabilities regionally and abroad which would establish a globally competitive pharmaceutical technology industry in Jordan. Social implications It reveals that the adoption of IT alone to manage SC relationships is not sufficient to generate value. Both information- and resource-sharing activities are the core to do so .The results suggest that value creation in SC electronic systems is contingent on mutual resource synergy and joint collaboration among trading partners. The results of the analysis indicated that the dimension of e-collaboration, joint knowledge creation, was not significantly related to competitive priorities. Originality/value This study offers a contextual contribution. To the best of the authors’ knowledge, this research is one of the early studies about e-collaboration in pharmaceutical SC and competitive priorities in Jordan.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

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Collaboration: the key to gain value from IT in supply chain

Alsaad

Yousif

Al-Jedaiah

2018

EMJB

View full text Add to dashboard Cite

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“…response to customers' requirements and to avoid their complaints and then to achieve high levels of customer satisfaction. According to Kavitha, Karthikeyan & Devi (2013), some of the factors considered under the flexibility domain are the design adjustments, broad product line, ability to rapidly change product mix and, ability to rapidly change production volumes.…”

Section: Organisational Flexibilitymentioning

confidence: 99%