La relación entre ventajas competitivas y resultados empresariales en la industria agroalimentaria aragonesa

Abstract

RESUMEN:Este trabajo investiga la relación entre las ventajas competitivas y resultados empresariales en el marco de la industria agroalimentaria (IAA) en Aragón (España). Se propone un modelo de ecuaciones estructurales cuyas relaciones se construyen teniendo en cuenta la literatura existente sobre el tema tanto en su vertiente teórica como empírica. Sobre una muestra de 194 empresas agroalimentarias aragonesas y un total de 19 indicadores, seleccionados para inferir las ventajas competitivas empresariales, se ha utilizado la técnica de Partial Least Squares (PLS) para contrastar las relaciones estructurales. La importancia de las actividades de innovación, introducción de nuevos productos y relaciones con los proveedores sobresalen sobre otros tipos de actividades y confirman cuatro de las siete hipótesis enunciadas. PALABRAS CLAVE: Industria agroalimentaria (IAA), Aragón, ventajas competitivas, Modelo de Ecuaciones Estructurales (MEE).Clasificación JEL: C31, C51, L66, R10. The relationship between competitive advantage and firms resultsin the Aragon food industry SUMMARY: This paper examines relationships among competitive advantages and managerial results of the food-processing industry (IAA) in Aragon (Spain). A structural equations model has been proposed based of an extensive literature review including both theoretical and empirical contributions. A sample of 194 food-processing industries and 19 indicators was selected to infer the competitive managerial advantages. Partial Least Squares (PLS) technique has been used to test the structural relationships. Innovation activities, introduction of new products and relationships with suppliers are the most important activities, among others, confirming four of the seven proposed hypotheses.

Factors That Determine Innovation in Agrifood Firms

“…The general average II i or the agri-food industry was 0.30, which indicates a low intensity of innovation [8,[95][96][97][98][99]. By sector, the highest rate was for beverage processing firms, with II = 0.34; next was food processing with 0.31, then primary agricultural products with 0.24.…”

Competitive advantage differences between firms belonging to a business group and independent companies in the Spanish wine industry

“…The scale of information capabilities consists of ten indicators assessed with a five-point Likert scale: 1) Market information, 2) customer information, 3) information on suppliers, 4) use of information to plan strategy, 5) making contracts and alliances with traditional distributors, 6) creating agreements and alliances with suppliers, 7) information about direct competitors, 8) consumer information, 9) ICT (an information and communications technology), and 10) implementation of agreements and alliances with large distributors. The questions were adapted from Carreresi et al (2011), Mamaqi et al (2009 and Jiménez and Sanz (2006). In both, the companies evaluate their position with respect to their competitors and the values of the scale are rated from 1 "much weaker than the competitor" to 5 "much stronger than the competitor".…”

Human Capital and Business Performance

“…In other words, without these indicators about the evolution of turnover, net income and noneconomic performance, the latent construct cannot exist (Mamaqi at al., 2009). When using a formative construct, it is important to build the latent variable on a large number of indicators, thereby ensuring that they have tapped into the multidimensional and multifaceted domain of the construct Siguaw, 2001 and2006).…”