Do Intangible Assets and Innovation Orientation Influence Competitive Advantages? A Case Study of SMEs in Indonesia

Iriyanto, Setia; Suharnomo,; Hidayat, Muhamad Taufik; Anas, Muhammad

doi:10.13189/ujaf.2021.090111

Cited by 9 publications

(6 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The findings provided by our research reaffirm, more broadly, that these companies use socially based market regulations to respond to the economic, social, education, health, workforce development and environmental problems faced by B companies. Social entrepreneurs generate impact from what others see as feasibility, such as employing the disabled to create a competitive advantage [114][115][116]. They challenge the prevailing assumption that profit firms incrementally and/or independently improve their practices to support the initially intended impact.…”

Section: Discussionmentioning

confidence: 99%

The Role of B Companies in Tourism towards Recovery from the Crisis COVID-19 Inculcating Social Values and Responsible Entrepreneurship in Latin America

et al. 2021

View full text Add to dashboard Cite

One of the particularities of companies with a social purpose is that, through their business model of B companies, they have incorporated into their processes the necessary mechanisms to obtain, simultaneously, the profits to ensure the existence of the organization in the market. At the same time, social value is generated, which is necessary to address the problems of the social crisis caused by COVID-19 and the environmental problems affecting the community. The current global health and economic crisis has opened up the possibility of adopting business model B and focusing more on the individual. Based on the grounded theory method, we have examined 3500 B Corporations in Latin America, of which 57 were examined in 10 countries listed in the Directory of B Corporations for Latin America. The main conclusions are that B Corporations dedicated to tourism through responsible entrepreneurship develop a more inclusive, sustainable and environmentally friendly economy for the benefit of society, go beyond the notion of CSR and move away from traditional business, as B Corporations combine social development and economic growth.

show abstract

Section: Discussionmentioning

confidence: 99%

The Role of B Companies in Tourism towards Recovery from the Crisis COVID-19 Inculcating Social Values and Responsible Entrepreneurship in Latin America

et al. 2021

View full text Add to dashboard Cite

show abstract

“…For example, Porter [70] showed that competitive advantage refers to the marketplace's comparative positional leadership that enables a firm to outperform its competitors. Iriyanto et al [43] described competitive advantage as improved efficiency, improved quality, increased productivity, or cost reductions. Concurrently, Rothaermel [56] described competitive advantage as a firm's formulation and execution of a policy that leads to superior performance when compared to its competitors in the market.…”

Section: Finance-competitive Advantagementioning

confidence: 99%

The Nexus between Innovation and Business Competitive Advantage: A Conceptual Study

Onileowo¹,

Muharam²,

Ramily³

et al. 2021

ujaf

View full text Add to dashboard Cite

Despite the fierce competition in the business environment, firms accept relatively low innovative solutions in their daily activities and consequently lose competitive advantage, experience creeping growth at a snail's pace directly associated with the firm's inadequate finance and eventual collapse. This study examined the interrelationship between access to finance, innovation, and competitive advantage. Premised on the study findings, results revealed that innovation is an all-important strategy that differentiates the products and services of business firms and consequently sustaining competitive advantage. The results suggest that adequate financing can be a mechanism by which innovation and competitive advantage positively relate to increased performance. The strength between these variables would be heightened as access to finance increased. It was further established that firms with encouraging innovative culture would gain rare core competencies and maintain the position of the market leader while sustaining competitive advantage. Based on these findings, the study recommends that business firms conduct market surveys to determine the need of current and prospective customers. Management should prioritize, invest heavily in research and development, and the government should strive to provide adequate financial support, infrastructural facilities, and incentives for business operations.

show abstract

“…However, in Figure 1 we also add to the role of open innovation and engagement theories to facilitate business in the craft industry. Open innovation is always required to ensure the industry competitive and profitable for all participants [8,21,43,44]. We have found that the implementation of open innovation can improve the business performance of a firm [48].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Moreover, market and technology dynamics are increasing every time. Indonesian batik SMEs must know their challenges and adopt open innovation to improve their performance and competitive advantage [8,9]. Yun et al [10] stated that open innovation has a definition where an organization relies not only on its technology to innovate but also on external knowledge and other technologies (such as user innovation, customer innovation, collective intelligence, crowdsourcing, etc.).…”

Section: Introductionmentioning

confidence: 99%

Challenges, Open Innovation, and Engagement Theory at Craft SMEs: Evidence from Indonesian Batik

Raya

Andiani

Siregar

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

Indonesian batik small and medium enterprises (SMEs) are rapidly growing, but they face many challenges in developing their business. For this reason, we propose a combination of open innovation and engagement theory to overcome these challenges. We conducted interviews with 27 local government officers (external stakeholder) and 57 managers of batik SMEs (internal stakeholder). We confirmed the interview results with 20 batik experts and representatives from the Indonesian Ministry of Industry in the Focus Group Discussion. We have divided the findings of this study into two categories: Java and outside of Java, since the two areas have different characteristics. According to our findings, the biggest challenge of batik SMEs in Java is the emergence of the batik printing business. Meanwhile, batik SMEs outside of Java are having difficulty obtaining raw materials. Open innovation has been implemented by some batik SMEs in Indonesia and can improve their business performance. However, more batik SMEs do not implement open innovation due to the lack of their skills and involvement of other stakeholders. As a result, we suggest that open innovation in the Indonesian batik industry needs to be supported by the participation of various parties or that open innovation is combined with engagement theory.

show abstract

Do Intangible Assets and Innovation Orientation Influence Competitive Advantages? A Case Study of SMEs in Indonesia

Cited by 9 publications

References 25 publications

The Role of B Companies in Tourism towards Recovery from the Crisis COVID-19 Inculcating Social Values and Responsible Entrepreneurship in Latin America

The Role of B Companies in Tourism towards Recovery from the Crisis COVID-19 Inculcating Social Values and Responsible Entrepreneurship in Latin America

The Nexus between Innovation and Business Competitive Advantage: A Conceptual Study

Challenges, Open Innovation, and Engagement Theory at Craft SMEs: Evidence from Indonesian Batik

Contact Info

Product

Resources

About