Business Innovation, Service Innovation, Industry 4.0 and Making Indonesia 4.0: Perspective on Industrial Engineering

Business innovation is deemed an important factor for sustainable competitive advantages. The mentioned important factors are vis à  vis not merely product, but also service. Subsequently, this paper elaborates service innovation within ambidexterity approach that comprises two considerations of exploitation and exploration. The exploitation refers to the continuous improvement of the existing activities in companies. Meanwhile, the exploration refers to the breakthrough of new frontier activities in companies that are needed for the company to gain sustainable competitive advantages. Both exploitation and exploration are supported by the theoretical approach and its empirical implementation within companies’ sustainable competitive advantages, through grand theory within industrial engineering discipline. This paper elaborates the service innovation that is deemed as antecedents for both financial and nonfinancial performance in the banking industry in Indonesia. The focus of the banking industry in this paper refers to the area of DKI Jakarta, as the center of technology in its capacity as the capital city of Indonesia. The theoretical approach is subsequently implemented through Industry 4.0 that covers trilogy of physical, digital, and biology. Furthermore, the mentioned implementation is aimed at the benefits of Making Indonesia 4.0 with the Indonesia local wisdom and setting. Precisely, it covers focused sectors: food and beverages; textile; automotive; chemical; and electronic. Ultimately, it refers to an action plan as quick wins in term of technology incentive; investor roadshow; vocational education; and innovation center, along with its support for small-medium enterprise. Keywords: banking industry; contextual ambidexterity; exploration service innovation; exploitation service innovation; financial performance; structural ambidexterit

Product, service, and business model innovation: A discussion

Business model innovation is increasingly recognised to be a central part of strategic management that generates the decisive competitive advantages for a growing number of organisations. This is particularly relevant in the areas of corporate sustainability strategy and sustainable entrepreneurship, since technological innovations in isolation yield increasingly incremental economic, social and environmental performance improvements. Despite the surge of research into business model innovation, there is still conceptual ambiguity among academics and practitioners about business model innovation. This lack of clarity not only poses issues for understanding what makes companies successful, but also for understanding how business model innovation relates to product and service development processes. To address these issues, we suggest a discussion that links sustainable business model innovation to the more established fields of product and service innovation. To start this conversation, we conducted a comprehensive literature review using structured keyword database searches and cross-reference snowballing. Based on the literature findings, we conducted two focus groups with industry representatives, resulting in the proposition of a first set of potential differentiation dimensions. The intended contribution is increased conceptual clarity for academic researchers and industrial decision makers. By improving our understanding of how business model innovation relates to product and service innovations, we can increase the effectiveness and efficiency of sustainable business model innovation research and implementation

On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage

Although managers cite human resources as a firm\u27s most important asset, many organizational decisions do not reflect this belief. This paper uses the VRIO (value, rareness, imitability, and organization) framework to examine the role that the Human Resource (HR) function plays in developing a sustainable competitive advantage. We discuss why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm\u27s human resources can provide a source of sustainable competitive advantage. We also examine the role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm

Marketing aspects of image formation and investment attractiveness of territories and enterprises

Purpose: The article identifies the differences between Ukraine and Poland in the image formation of the territory and investment attractiveness. Design/Methodology/Approach: A territorial-oriented approach is being introduced in Poland (an approach taking into account local conditions), which implies emphasis on a combination of investments and an integrated territorial approach, providing emphasis on activities that contribute to development. Findings: The regions of Ukraine are characterized by different levels of investment volume due to the differences in competitive advantages. In contradistinction from Ukraine, the competitive advantages of the territories provide a high level of investment attractiveness in Poland; they are integrated, and are generally based on advanced infrastructure (digital, business, transport), high-tech industries, advanced business services, economic zones, academic centers. Practical Implications: The conducted research makes it possible to identify several basic features of image formation and investment attractiveness of territories. Originality/Value: The basic key difference concerns the competence of countries’ integration of formed competitive advantages of the territory. The specified competence is traced in Poland, while in Ukraine the absence of this competence leads to underutilization of the regions’ potential.peer-reviewe

Romania’s competitive advantage within the European Union area

The central idea of the paper emphasizes Romania’s competitive advantages in the EU and there are two analysis levels herein: the correct identification of Romania’s competitive advantages and the oportunities to value them. The paper aims at achieving a competitiveness analysis of the Romanian economy during 2006-2009. The Romanian economy’s integration within the European Union does not only mean a mere inclusion or accession into/to the Community, but it also represents the belonging to a strongly competitive area. Since the Union has mainly aimed at becoming the most competitive economy at world level, Romania has to face a double challenge: redefining its competitiveness and reducing the current gaps between its economy and the average level of the main EU social and economic indices. Redefining competitiveness is actually redefining competitiveness determiners. Reaching the convergence goal is based on the Romanian economy’s sustainable competitive advantages. The essential concern is their proper identification, as they are the result of a strategic vision. Taking account of these principles, Romania’s EU accession is acquiring new traits. Is there a competitiveness gain or is there a certain loss right from the moment of the accession

COMPETITION AMONG HOSPITALS AND ITS MEASUREMENT: THEORY AND A CASE STUDY

Our paper provides several insights on the characteristics of the concept of “Poles d’Excellence Rurale” (PER) through bilateral comparisons with that of Competitive Pole (CP) and cluster. The concept of PER is a French government’ initiative designed for the development of rural areas similar to that of the Competitive Pole. We emphasize important particularities of these concepts by analyzing some of their similarities and major differences.Pole d’Excellence Rurale, Competitive Pole, cluster, rural development

Retail positioning through customer satisfaction: an alternative explanation to the resource-based view

Through exploring factors influencing effective retail positioning strategies in an emerging market environment, this paper challenges the role of isolation mechanism and heterogeneous idiosyncrasy argued by the resource-based view theory. By drawing on a sample of 11,577 customers from hypermarkets, electronic appliance specialty stores and department stores in major Chinese cities, we set up ten hypotheses and confirm a nine-item model for customeroriented retail positioning (perceived price, store image, product, shopping environment, customer service, payment process, after-sales service, store policies, and shopping convenience). Our results show that different retail formats achieve success through the implementation of similar positioning strategies, in which case, it is not heterogeneity but homogeneity that contributes to retailers' success greatly at the development stage of retail expansion. Our results challenge previously proved effectiveness of inimitability to success by the resource-based view, and support homogenous idiosyncrasy of retailers in the implementation of customer-oriented positioning strategies in an emerging market

Operations capability, productivity and business performance: the moderating effect of environmental dynamism

Purpose – The purpose of this study is to investigate the relationships between operations capability, productivity and business performance in the context of environmental dynamism. Design/methodology/approach – A proposed conceptual framework grounded in the resourcebased view (RBV) and dynamic capability view (DCV) is analysed using archival data from 193 automakers in the UK. Findings – The results show that operations capability, as an important dynamic capability, has a significant positive effect on productivity, which in turn leads to improved business performance. The results also suggest that productivity fully mediates the relationship between operations capability and business performance, and that environmental dynamism significantly moderates the relationship between operations capability and productivity. Practical implications – The research findings provide practical insights that will help managers develop operations capability to gain greater productivity and business performance in a dynamic environment

IT-Business strategic alignment in influencing sustainable competitive advantage in Jordan: Structural Equation Modelling (SEM) approach

In many review articles or studies, the researchers have encouraged further exploration on the causal links between Information Technology (IT) investments and a firm’s sustainable competitive advantage.The outcomes of empirical studies have been inconclusive, which is to a certain extent due to the omission of IT-business strategic alignment.Indeed, strategic alignment has emerged as one of the most important issues facing business and IT executives all over the world. This paper reports on the empirical investigation of the success factors, which consist of leadership, structure and process, service quality, and values and beliefs, which are representative of the culture gap between IT strategy and business strategy.A questionnaire survey among 200 IT managers was carried out and 172 data sets were collected.This represented a 86% response rate. After a rigorous data screening process including outliers, normality, reliability and validity, 172 data sets were ready for structural equation modelling (SEM) analysis. Confirmatory Factor Analysis (CFA) was performed to examine the composite reliability, convergent validity and goodness of fit of the individual constructs and measurement models. The revised structural model demonstrates the relationships between all the four exogenous variables and IT-business strategic alignment, and all the four exogenous variables and sustainable competitive advantage. In addition, regarding the revised model there are two mediating effects of strategic alignment in the relationship between leadership, structure and process, service quality, values and beliefs, and sustainable competitive advantage