Exploring sources of competitive advantage in e-business applications: A cross-industries case study in mainland China

A review of existing literature revealed that little theoretical framework exists to capture e-business-enabled value creation through an integrated approach that includes the environmental view and resource-based view (RBV). Furthermore, little empirical research has been conducted to test these theoretical frameworks, in particular in the Chinese business context. The aim of this research is to extend the theoretical and practical understanding of e-business-enabled sources of competitive advantage (SCA) in China. The value chain (VC) concept, virtual value chain (VVC) framework and RBV were identified from the literature as the key constructs to underpin the theoretical basis. The research design used a qualitative research methodology consisting of indepth case studies of nine leading Chinese companies in three industries - housing development, manufacturing, and B2C. The principle finding is the formulation of a theoretical framework for investigating ebusiness value creations which integrates the key constructs of the VVC, online information capabilities (OIC), value system and RVB. This research also proposes a typology of five generic types of key e-business applications which states clearly the relationships between key e-business applications and SCA. Finally, this research demonstrates that e-business value creation features differently between two groups: Internet pragmatist and Internet pioneers. The research offers a number of contributions to the field of e-business value creation. Firstly, it introduces the concepts of OIC and value system to the VVC. It also provides empirical test of the analytical framework. In addition, this research provides an indepth understanding of the relationships between types of e-business applications and key SCA. Finally, this research identifies and explains the key differences and similarities between the three industries, within each industry, and between the two key groups

China's accession to the World Trade Organization - The services dimension

China's General Agreement on Trade in Services (GATS) commitments represent the most radical services reform program negotiated in the World Trade Organization. China has promised to eliminate over the next few years most restrictions on foreign entry and ownership, as well as most forms of discrimination against foreign firms. These changes are in themselves desirable. However, realizing the gains from, and perhaps even the sustainability of, liberalization will require the implementation of complementary regulatory reform and the appropriate sequencing of reforms. Three issues, in particular, merit attention: 1) Initial restrictions on the geographical scope of services liberalization could encourage the further agglomeration of economic activity in certain regions-to an extent that is unlikely to be reversed completely by subsequent countrywide liberalization. 2) Restrictions on foreign ownership (temporary in most sectors but more durable in telecommunications and life insurance) may dampen the incentives of foreign investors to improve firm performance. 2) Improved prudential regulation and measures to deal with the large burden of non-performing loans on state banks are necessary to deliver the benefits of liberalization in financial services. And in basic telecommunications and other network-based services, meaningful liberalization will be difficult to achieve without strengthened pro-competitive regulation.Payment Systems&Infrastructure,Public Sector Economics&Finance,ICT Policy and Strategies,Banks&Banking Reform,Environmental Economics&Policies,Trade and Services,ICT Policy and Strategies,Banks&Banking Reform,Public Sector Economics&Finance,Health Economics&Finance

Fashion Made in China, the leverage to succeed or the doom to fail in the globalized world

Context of study: The rise of China’s labor costs, and the fact that lower-wage countries have now manufacturing capacity, has pushed domestic apparel manufacturers to emphasize on two more profitable sectors: product development, and retail. This reflects a shift from Original Equipment Manufacturer (OEM) to Original Brand Manufacturer (OBM), which brings challenges for the Chinese apparel companies, since domestic apparel manufacturers didn’t invest much in product development and design ability. Chinese fashion retailers do not play a leading role in the global industry, having only a few influential international brands. However, efforts have been made in order to innovate their merchandise distribution channels and improve promotion policies, to frame the domestic retail networks, appealing to consumers’ attention, and attain market share (Li 2002). Statement of Purpose: The aim of this paper is to firstly identify the difficulties that these private labels can face due to the typical Chinese consumer profile that is characterised by high spenders in haute couture in foreign markets rather than in the domestic market. Secondly, this phenomena might influence these private label brands to expand to international markets, which creates new difficulties due to the world’s perception of the low quality of products manufactured in China. Finally, how these Chinese private-label companies will create a brand equity, in domestic and foreign markets, in order to positioning themselves in the fashion market. Methodology: A multiple case study involving three Chinese apparel companies was employed. The information collected had as final aim, to apply each company to a Porter’s framework, and realize if they gathered the sustained competitive advantage factors necessary to succeed according to its strategy adopted. Contribution: This study has attempted to contribute to the research field of types of strategy and firm performance within an industry recent trend. Hence, the findings in this study should provide a criticism to Porter’s theory of sustained competitive advantage factors and firm’s type of strategy, in the sense that companies can perform well, even when they pursue more than one type of strategy, or when they don’t accomplish all necessary factors, stated by Porter, to achieve competitive advantage

Operations strategy, business environment, operations resources and performance: an empirical study of retail firms in China

This research investigates the links between operations strategy, business environment, operations resources and business performance of retail firms in China. A framework integrating operations strategy with business environment and operations resources was developed based on existing literature. A triangulation strategy that combines quantitative (questionnaire survey) and qualitative (case studies) methods was employed. The framework was tested using "Survey data from 106 retail firms in China. Multivariate statistical analysis was primarily used as the quantitative method to analyse the questionnaire data. In addition, qualitative studies were performed using five case studies of retail firms in China. The interview data were examined using both within- and cross-case analysis methods. The framework proposed in this research was supported by both quantitative and qualitative analyses. Strong relationships between business environmental factors (such as business cost, competitive hostility, and environmental dynamism), operations strategy, and performance were observed. This research further found that operations resources (such as retail technology applications, human resources, and relationships with customers and suppliers) played an important role in helping retailers develop effective operations strategies and improve performance. This research contributes to the understanding of operations strategy on two fronts. On a theoretical front, this research fills a gap in the existing literature: 1) by examining integrated operations strategy using the resource-based and market-driven views; and 2) by focusing on the service (retail) sector in China. On a practical front, this research provides managerial implications that can help retail firms develop their operations strategies to compete in a competitive and dynamic market

Operations strategy, business environment, operations resources and performance: an empirical study of retail firms in China

This research investigates the links between operations strategy, business environment, operations resources and business performance of retail firms in China. A framework integrating operations strategy with business environment and operations resources was developed based on existing literature. A triangulation strategy that combines quantitative (questionnaire survey) and qualitative (case studies) methods was employed. The framework was tested using "Survey data from 106 retail firms in China. Multivariate statistical analysis was primarily used as the quantitative method to analyse the questionnaire data. In addition, qualitative studies were performed using five case studies of retail firms in China. The interview data were examined using both within- and cross-case analysis methods. The framework proposed in this research was supported by both quantitative and qualitative analyses. Strong relationships between business environmental factors (such as business cost, competitive hostility, and environmental dynamism), operations strategy, and performance were observed. This research further found that operations resources (such as retail technology applications, human resources, and relationships with customers and suppliers) played an important role in helping retailers develop effective operations strategies and improve performance. This research contributes to the understanding of operations strategy on two fronts. On a theoretical front, this research fills a gap in the existing literature: 1) by examining integrated operations strategy using the resource-based and market-driven views; and 2) by focusing on the service (retail) sector in China. On a practical front, this research provides managerial implications that can help retail firms develop their operations strategies to compete in a competitive and dynamic market