Abstract:O caso apresenta a situação financeira de uma empresa do ramo de alimentos que enfrenta dificuldades de fluxo de caixa, decorrentes de seu rápido crescimento e de decisões precipitadas, como a aquisição de um concorrente e a consequente ampliação do nível de produção e comercialização, que geraram reflexos na necessidade de capital de giro da empresa. Diante da urgência em captar recursos que permitam contornar as dificuldades imediatas de caixa, apresentam-se alternativas que devem ser avaliadas pelos alunos … Show more
“…Strategic management treats business environment variability as a critical determinant of strategy development [10,11] and this means implementing the strategy by continually seeking the possibility of adapting the organization to changing external and internal conditions [12]. The critical strategic management assumptions are related to long-term management [13,14] and active future creation of organizations, and then include [15]: (1) focus on the life-long development of the organization;…”
Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.
“…Strategic management treats business environment variability as a critical determinant of strategy development [10,11] and this means implementing the strategy by continually seeking the possibility of adapting the organization to changing external and internal conditions [12]. The critical strategic management assumptions are related to long-term management [13,14] and active future creation of organizations, and then include [15]: (1) focus on the life-long development of the organization;…”
Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.
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