Organizational Resources and Sustained Competitive Advantage of Cooperative Organizations in Malaysia

Firm Resources, Strategic Analysis Capability and Strategic Performance: Organisational Structure as Moderator

“…Financial resources have a positive and significant relationship with strategic performance. This result aligns with the findings of (Neneh, 2016;Shigang & Guozhi, 2016;Othman et al, 2015, Aremu & Oyinloye, 2014Clarke et al, 2010) that financial resources/capability is positively related to performance. Firms can optimize their financial resources by acquiring other strategic assets and resources which can help them to achieve strategic objectives and performance.…”

“…Shigang & Guozhi (2016) found that a positive relationship exists between financial capability and performance of Chinese construction firm. Empirically, Othman et al (2015) observed that the availability of current assets has a significant and positive association with performance as measured by only gross profits. Secondly, the availability of business finance is significantly positively associated to performance as measured by gross profit, net profit and total reserves.…”

“…Strategic analysis capability focuses on the ability of firms to assess the quantity and quality of the company's financial, human and physical resources and the external environment of the firm, by collecting information that enable them adapt to changes in their business environment (Adema & Roehl, 2010;Evans et al, 2003). Empirically, human resources have been found to have positive relationship with firm performance (Morgan et al, 2004;Datta et al, 2005;Ainuddin et al, 2007;Sorooshian et al, 2010;Ologunde et al, 2015), financial resources and performance (e.g., Othman et al, 2015;. Most of these studies used financial indicators to measure performance (e.g., Sorooshian et al, 2010;Ologunde et al, 2015).…”

A Big Picture of Dynamic Capabilities

“…(Bertrand & Mol ,2013;Miguélez,& Moreno ,2015;Young Wook Seo, Seong Wook Chae, Kun Chang Lee,2015;Aiqi Wu& Hinrich Voss ,2015;Haro-Domínguez et al,2007) VRIN resources according to the RBV, leads to building a strong organizational capability that contributes in building a strong competitive advantages (Wernerfelt, 1984;Rumelt, 1984;Penrose, 1959;Othman et al, 2015;Peteraf, 1993) In order to sustain the acquired competitive advantages and keep up with the dynamic environment and its dynamic variables, organizations must build a set of capabilities and run bundle of activities that intake the variant environmental parameters and reconfigure accordingly. That's where we need the second stage.…”

Quality Constructs and Their Relationship With the Organization's Performance and Its Competitive Capacities

“…Regardless of the interpretation, competitiveness is usually based on the company's internal factors, such as cost, price, quality and deadline, that is, factors closely related to daily production and, therefore, considered critical elements to determining the company's competitive position in the market, its competitive capacities. Among the several strategic elements influencing competitive capacities, the five most cited by researchers and most widespread in the business world were selected for the present study, namely: cost, quality, time, flexibility and reliability (OTHMAN et al, 2015).…”