Sustainable competitive advantage in electronic business: towards a contingency perspective of the resource-based view

Our understanding of the nature of competitive advantage has not been helped by a tendency for theorists to adopt a unitary position, suggesting, for example, that advantage is industry based or resource based. In examining the nature of competitive advantage in an electronic business (e-business) environment this paper adopts a contingency perspective. Several intriguing questions emerge. Do 'new economy' companies have different resource profiles to 'old economy' companies? Are the patterns of resource development and accumulation different? Are attained advantages less sustainable for e-businesses? These are the kinds of themes examined in this paper. The literature on competitive advantage is reviewed as are the challenges posed by the recent changes in the business environment.Two broad sets of firms are identified as emerging out of the e-business shake up and the resource profiles of these firms are discussed. Several research propositions are advanced and the implications for research and practice are discussed.

The role of resources in achieving target competitive positions

Competitive positioning has become an essential component of modern marketing management. For a firm to target effective positions for its products and services, it needs to decide on the market segment (where it will compete) as well as the differential advantage it will emphasise (how it will compete). Until recently, empirical research on positioning has received little attention, while substantial insight has been gained with respect to the concept of competitive positioning. Furthermore, Hooley, Moller and Broderick have highlighted the lack of empirical studies relative to theoretical ones related to positioning in general and to the relationship between positioning and the different components of each competitive positioning that a firm might choose. This study focuses on product competitive positioning in over-the-counter (OTC) pharmaceuticals in the British market. It was found that certain resources underpin specific competitive positions.

The resource underpinnings of competitive positions

Competitive positioning is central to market-focussed management, comprising the choice of target market the firm will operate in, and how it will compete in that market. Positioning decisions are complex and require the firm to find a profitable match between market requirements and firm ability to satisfy them. Equally important, however, is the longer term sustainability of any position created in the market place. Drawing on theory from the strategic management and marketing domains the authors argue that the competitive position achieved is a key marketing resource with the potential to generate sustainable competitive advantage. The paper examines alternative competitive positions, the marketing resources necessary to underpin them, and how they are defended against competitor imitation or encroachment. Some positions are found to be inherently more defensible than others.

Privatisation and sustainable competitive advantage in the emerging economies of Central Europe

Extant research on the impact of privatization in the Central Europe (CE) region has focused on improvements in efficiency and the nature of cost-based advantages. This study argues that the development of a vibrant privatized sector requires attention to the broader resource configurations of domestic enterprises. Empirical research was conducted on a large sample of firms in Poland, Hungary and Slovenia. Foreign investment was found to significantly impact on resource accumulation with implications for the development of strategic capabilities and competitive advantage. Foreign direct investment is an effective vehicle for the transfer of financial resources, reputation and new brands but not organizational capabilities. In terms of practice, this study demonstrates the important role of outside investment in the development of a firm's resource base (Frydman et al. 1999). Companies can gain a competitive advantage in their domestic markets through gaining access to the resources of foreign investors.

Strategic groups, competitive groups and performance within the U.K. pharmaceutical industry:Improving our understanding of the competitive process

Strategic group research originated in the 1970s and a number of notable studies centered on the U.S. pharmaceutical industry. Results were, however, conflicting. This paper explores the nature of strategic groups in the U.K. pharmaceutical industry. The study confirms the presence of between six and eight strategic groups across the period studied, 1998-2002. The study also demonstrates a statistically significant relationship between these strategic groups and performance using three performance measures. The paper then compares strategic groups with competitive groups and concludes that the distinction is important and may explain the contradictory findings in earlier strategic group research. Copyright © 2007 John Wiley & Sons, Ltd.

An empirical study of salesperson stereotypes amongst UK students and their implications for recruitment

The success of recruitment efforts can have a major impact on sales force effectiveness. Students have long been considered a good source of potential sales recruits, but research has found students have generally negative perceptions of selling as a career. One reason for such perceptions may be negative stereotypes of salespeople held by students. However information on the content of UK sales stereotypes remains anecdotal at best. This study empirically examines UK business students' stereotypes of salespeople using a two-stage approach. Findings suggest that these stereotypes are generally negative. However, we create profiles of salespeople using our findings, and consequently uncover some positive aspects to the stereotype. The study provides instruction on how to use stereotypes in subsequent work, as well as how to utilise the profiles in recruitment efforts.

Attainment of competitive advantage by the exporter-importer dyad:the role of export offering and import objectives

Although experience shows that the exporter and importer jointly contribute towards the attainment of competitive advantage, past studies have separately examined export-related characteristics or import barriers. This article identifies a subset of critical factors that illustrate how the exporter–importer (E-I) dyad creates and maintains competitive advantage. Based on a sample of Greek importers, a path analytic model was developed that empirically demonstrates that product technology sophistication (PTS), product and service quality and importer strategic objectives are important for the attainment of competitive advantage while price competitiveness and trust upon the exporter are not.

International student recruitment: South African rationales

In this paper, we focus on the rationales for the recruitment of international students to universities in South Africa. Through the use of in-depth interviews with international officers at a cross-section of South African universities, we argue that there are competing and complementary rationales for the recruitment of international students. Some South African universities follow international trends in terms of international student recruitment while others adopt a different approach. The analysis locates the rationales of international student recruitment as part of an internationalisation process within the context of globalisation. Dans cet article, nous nous focalisons sur les raisons derrière le recrutement des étudiants internationaux dans les universités de l'Afrique du Sud. Basé sur des interviews approfondies que nous avons menées avec les agents internationaux mandatés par les universités en Afrique du Sud, nous soutenons qu'il existe des raisons d'ordre compétitif et complémentaire qui expliquent le recrutement d'étudiants internationaux. Certaines universités sud africaines suivent la tendance de tels recrutement alors que d'autres adoptent une approche différente. Cette analyse identifie les raison du recrutement des étudiants internationaux dans le cadre du processus d'internationalisation dans le contexte de la globalisation.

International student recruitment to universities in England: discourse, rationales and globalisation

2E4 (dounclaintieo)n The recruitment of international students to universities in England has become a central issue in an era of globalisation for university administrators, senior managers, international offices and heads of schools and faculties. We examine the policy rationales for the recruitment of international students to England. Through the use of in-depth interviews with key role players at four English universities, we compare the rhetoric, rationales and reasons for the recruitment of international students. A range of discourses can be identified in the recruitment of international students and an economic competition rationale is dominant. This is expressed within the discourse of globalisation.

The development of a short scale measuring aggressiveness and anger in competitive athletes

Objectives: The study of aggression and anger in competitive sport relies on accurate and economical measurement via observation, interview and questionnaire. Unfortunately, extant questionnaires have been criticised for having poor validity, are not sport specific, or reflect mood states rather than trait qualities. Therefore, a measure of trait anger and aggressiveness in competitive athletes was developed. Method: A list of statements representing aggressiveness and anger was generated and distributed to competitive athletes from diverse sports. Exploratory and confirmatory analyses were used to verify the theoretically predicted factor structure. Correlations with an extant measure of aggression and anger were used to ascertain concurrent validity. Discriminant validity was tested by comparing males with females, and aggressive with non-aggressive footballers. Results: A 12-item scale (Competitive Aggressiveness and Anger Scale, CAAS) consisting of two subscales was derived using principal component factor analysis with oblimin rotation. Confirmatory factor analysis using structural equation modelling confirmed the overall structure. Test-retest correlation, construct and discriminant validities were good, supporting the utility of the scale as a measure of athlete trait aggressiveness and anger. Conclusions: The CAAS appears to be a useful measure of athletic anger and aggressiveness. Its brevity and ability to discriminate aggressive from non-aggressive athletes should prove useful for future research concerning aggressive behaviour in competitive athletes. © 2006 Elsevier Ltd. All rights reserved.