KESUKSESAN IMPLEMENTASI INOVASI ORGANISASI

2018 ◽  
Vol 3 (2) ◽  
pp. 175-182
Author(s):  
Sitti Marijam Thawil ◽  
Santi Retno Sari
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Organizational Innovation ◽  
Business Environment ◽  
Global Competition ◽  
Competitive Advantages ◽  
Key Factors ◽  
Innovation Implementation ◽  
The Right ◽  
Successful Innovation

Innovation is very important for the competitive advantage of organizations to survive severe global competition and the rapidly changing business environment. Organizations or companies must be more innovative to grow, develop, and have competitive advantages and make profits. The success of innovation for the organization lies not only in the right decision to adopt innovation but more importantly in the implementation of innovation. Although there has been a lot of literature discussing innovation, it is still lacking which addresses the implementation of innovation. The present study aims to contribute to existing implementation literature by, first, the key factors of successful innovation implementation. Second, the process of implementing innovation. Third, the strategic aspect of the implementation of innovation. Fourth, discussing innovations that will be different at several levels or multi levels and types and social networks.   Keywords: organizational innovation

An Evaluation and Scenario Analysis of the Representative Supply Chain Management Software

2011 ◽  
pp. 76-91
Author(s):  
Ruiliang Yan ◽  
Zhongxian Wang ◽  
Ruben Xing
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Environment ◽  
Competitive Advantages ◽  
Analytic Hierarchy ◽  
Chain Management ◽  
Software Packages ◽  
The Right ◽  
Hierarchy Process ◽  
A Company

Supply Chain Management (SCM) has proven to be an effective tool that aids companies in the development of competitive advantages. SCM Systems are relied on to manage warehouses, transportation, trade logistics and various other issues concerning the coordinated movement of products and services from suppliers to customers. Although in today’s fast paced business environment, numerous supply chain solution tools are readily available to companies, choosing the right SCM software is not an easy task. The complexity of SCM systems creates a multifaceted issue when selecting the right software, particularly in light of the speed at which technology evolves. In this chapter, we use the approach of Analytic Hierarchy Process (AHP) to determine which SCM software best meets the needs of a company. The AHP approach outlined in this paper can be easily transferred to the comparison of other SCM software packages.

Innovative Strategies for Logistics Processes

2010 ◽  
pp. 1-20
Author(s):  
Bikem Türkeli ◽  
Alp Ariburnu ◽  
Özalp Vayvay
Keyword(s):  
Competitive Advantage ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Revolutionary Change ◽  
Innovative Strategy ◽  
Customer Needs ◽  
Innovative Strategies ◽  
Business Environments ◽  
The Right

In a time of rapid revolutionary change, today organizations must innovate in ways that allow them to take advantage of change. Competitive business environments force companies to respond to all changes in the market. This response to that change brings innovation in processes. As a basis of all competitive advantages, innovation should be continuous and the only way to maintain this is having the right innovation strategy. In this study innovative strategies for logistics processes, which can be used practically in business environments, are mentioned. For each innovative strategy title tools that can be used to innovate operations are presented. By innovating logistics processes logistics providers can fulfill customer needs rapidly and increase their profit because of having a competitive advantage.

scholarly journals ANALYSIS OF ENTREPRENEURSHIP ORIENTATION, ADAPTABILITY OF BUSINESS ENVIRONMENT, AND INTERNAL RESOURCES COMPANY ON COMPETITIVE ADVANTAGES TO IMPROVE COMPANY PERFORMANCE (Study at Micro Small and Medium Enterprises Embroidered Kudus District)

2019 ◽  
Vol 17 (2) ◽  
pp. 119
Author(s):  
Aulia Ardhian Ayuningtyas ◽  
Miyasto Miyasto ◽  
Yohanes Sugiarto
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Company Performance ◽  
Competitive Advantages ◽  
Performance Study ◽  
Internal Resources ◽  
Central Java ◽  
Medium Enterprises

Economic development in Indonesia MSMEs has an important role because the majority of Indonesia's population lives from MSME activities both in the traditional and modern sector. MSME in Central Java is also quite good. However, MSMEs in Central Java also experienced an increase in competitiveness, especially with similar businesses. Therefore, entrepreneurs are required to be able to innovate and dare to explore the resources it has for its business can continue to grow and survive amid the competition. In this study, the authors explain the condition of competitiveness of SMEs in the Kudus Regency is the business of embroidery which from year to year always decreased. Based on the result of the theoretical study directing this study developed a model with five research variables covering entrepreneurial orientation, business environment adaptability, internal resources of company, competitive advantage, and company performance. The results of the analysis show that the entrepreneurship orientation does not positively affect the competitive advantage. The adaptability of the business environment positively affects the competitive advantage. Internal resources of the company positively influence the competitive advantage. Entrepreneurship orientation positively affects the company's performance. Internal resources of the company positively affect the company's performance. Competitive advantage positively affects the company's performance.

Networks: A Route to Improving Performance in Manufacturing SMEs

2003 ◽  
Vol 17 (2) ◽  
pp. 119-123
Author(s):  
John Coleman
Keyword(s):  
Economic Growth ◽  
Social Networks ◽  
Competitive Advantage ◽  
Network Management ◽  
Organizational Innovation ◽  
Access Networks ◽  
Third Party ◽  
Learning Networks ◽  
Theoretical Concepts ◽  
Theoretical Perspectives

Perceived as important contributors to economic growth, network and cluster groups are currently receiving much attention. The same may be said of SM Es. But practical and theoretical perspectives indicate that SMEs, and particularly the owner-managers, place little value on networks and have only limited networking resources. Consequently, they do not access networks that could help their development and growth. This paper presents some of the current theoretical concepts and practitioner findings on networks. The implications are that, to be effective, networks need to be thoughtfully managed by a neutral third party, and that clear distinctions need to be drawn between learning networks, commercial alliances and social networks, but that all three types yield considerable competitive advantage to those businesses willing to engage. Empirical evidence suggests that with careful, yet intensive network management measurable organizational innovation and development are attainable by those SMEs willing to participate in network groups.

Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment

2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Competitive Advantage ◽  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Business Environment ◽  
Organizational Goals ◽  
Current Information ◽  
The Right

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.

scholarly journals Benchmarking - HR Practices

2020 ◽  
pp. 198-202
Keyword(s):  
Competitive Advantage ◽  
21St Century ◽  
Environmental Changes ◽  
Global Competition ◽  
Hr Practices ◽  
Customer Preferences ◽  
Human Resource Department ◽  
The People ◽  
Successful Innovation ◽  
Market Concept

In 21st century, organisations can be successful only if they respond to the environmental changes. 21st century is the era of cut throat competition and innovation and only progressive companies can get an edge. To gain competitive advantage, the companies need to innovate the product, processes etc. Companies need to adopt changing technology, changing customer preferences, changing market concept and also changes with various issues while managing the people. Therefore to survive in such volatile market, successful innovation proves to be only key that the organisations should hold. Conscious efforts should be made by Human Resource Department to transform its practices. This paper points out the HR practices followed in the industries and the benchmarks established by the organizations to sustain and progress in the global competition

A Relative Comparison of Leading Supply Chain Management Software Packages

2009 ◽  
pp. 2547-2563
Author(s):  
Zhongxian Wang ◽  
Ruiliang Yan ◽  
Kimberly Hollister ◽  
Ruben Xing
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Environment ◽  
Competitive Advantages ◽  
Analytic Hierarchy ◽  
Chain Management ◽  
Software Packages ◽  
The Right ◽  
Hierarchy Process ◽  
A Company

Supply Chain Management (SCM) has proven to be an effective tool that aids companies in the development of competitive advantages. SCM Systems are relied on to manage warehouses, transportation, trade logistics and various other issues concerning the coordinated movement of products and services from suppliers to customers. Although in today’s fast paced business environment, numerous supply chain solution tools are readily available to companies, choosing the right SCM software is not an easy task. The complexity of SCM systems creates a multifaceted issue when selecting the right software, particularly in light of the speed at which technology evolves. In this paper, we use the approach of Analytic Hierarchy Process (AHP) to determine which SCM software best meets the needs of a company. The AHP approach outlined in this paper can be easily transferred to the comparison of other SCM software packages.

The Effect of Business Environment and Innovation Spirit on Competitive Advantages and Implications on Marketing Performance of Ulos Weaving in North Sumatra

2019 ◽  
Vol 9 (8) ◽  
pp. 1782
Author(s):  
Nikous Soter SIHOMBING ◽  
Anton SIHOMBING
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Sample Selection ◽  
Business Environment ◽  
Positive Influence ◽  
Equation Modeling ◽  
Competitive Advantages ◽  
Verification Method ◽  
Marketing Performance ◽  
Analysis Technique

The purpose of this study is to obtain empirical evidence and find clarity of phenomena and conclusions about the influence of business environment and innovation spirit to competitive advantage and its implications on marketing performance. This research uses descriptive and verification method, with data analysis technique of Structural Equation Modeling (SEM) LISREL program, that is collecting, presenting, analyzing, doing model measurement, and hypothesis testing, and making conclusion and suggestion. The population is owner / leader of SMI weaving ulos which is targeted group by Industry and Trade Office of North Sumatera Province, while sample selection is done proportional cluster stratified random sampling and sample determination by Slovin formula.  The results of this study showed that the business environment, innovation spirit, competitive advantage, and overall marketing performance are in good category. Similarly, the verify analysis proves empirically that (1) the business environment and innovation spirit significantly and positively affect the simultaneous competitive advantage, where the innovation spirit has a dominant influence, (2) the business environment has a significant and positive influence on the competitive advantage, (3) innovation spirit significantly and positively influence to competitive advantage, (4) competitive advantage significantly and positively influence to marketing performance.

Geographic clustering, network relationships and competitive advantage

2014 ◽  
Vol 52 (5) ◽  
pp. 852-871 ◽  
Author(s):  
Han-Sheng Lei ◽  
Chin-Hua Huang
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Theoretical Perspective ◽  
Equation Modeling ◽  
Competitive Advantages ◽  
Network Resources ◽  
Content Type ◽  
Geographic Cluster ◽  
Industrial Network ◽  
The Right

Purpose – There are contradicted perspectives on relationship between geographic cluster and competitive advantage of firms in previous research. Extant research has paid extremely attention to the effect of both geographic cluster and industrial network on firms’ performance; however, little studies have delineated the relationship between geographic cluster, industrial network, and competitive advantage. The purpose of this paper is to demonstrate that firms within the same cluster that have established idiosyncratic network resources have stronger competitive advantages than firms that have not. Design/methodology/approach – An empirical study of two prominent geographic clusters from Taiwan is analyzed by structural equation modeling. Findings – The results indicate that the degree of networking does play a mediating role between geographic cluster and competitive advantage, which may help resolve the conflicting results obtained by researchers on the influence of clusters on competitive advantage. The results also find that both degree of networking and betweenness position are conducive to the pursuit of competitive advantage. Practical implications – The research shows that firms merely locate themselves in the right cluster does not guarantee they can outperform their rivals. Rather, developing of network relationship with other firms proximate to the same cluster will strengthen a firm's competitive advantages. Originality/value – In the theoretical perspective, this paper attempts to fill the gap in the links between clusters, networks, and competitive advantage by providing that the networking as a mechanism for firms in a cluster to improve their competitive advantage.

scholarly journals The Management Challenge of Sustaining Competitive Advantage through Innovation in Nigerian Business Environment

2019 ◽  
pp. 1-13
Author(s):  
Ann Ogbo ◽  
Jesse Ezeobi ◽  
Charles Ugbam ◽  
Obinna Okeke ◽  
Kalu Ebere Ume
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Customer Value ◽  
Organizational Innovation ◽  
Business Environment ◽  
Corporate Image ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Goods And Services ◽  
Intellectual Capacity

Organizational learning refers to the sum total of individual and collective learning through training programs, experience, experimentation and work interactions within the organization. Thus, sustainable competitive advantage is the ability to offer superior customer value on an enduring or consistent basis, a situation in which competitors are unable to easily imitate the firm's capacity for value creation. It is worrisome that most literary works have not clearly linked organizational learning with sustainable competitive advantages, as is the case with intellectual capacity (knowledge-based resources) using the resource-based view of the firm. A survey approach was the research design used with particular reference to the South East Zone of Nigeria. Findings revealed that organizational innovation leads to sustained competitive advantage. The Z-statistic value with the corresponding probability value confirms that the organization to a large extent draws its competitive strength jointly from the following factors: creation of new products, changes in way of production, changes in architecture of production, improved ways of sourcing supplies, opening new market opportunities, providing goods and services that others are not yet offering or are not able to copy, being able to offer products of comparable quality at a lower price, maintaining a configuration of resources and capabilities that cannot easily be imitated by competitors, being able to attract customers from competitors due to a positive corporate image and encouraging employees to improve their personal skills. The results total Z-scores in absolute term shows that the listed factors pose challenges to the organization in the process of achieving sustainable competitive advantage through innovation.  For further justification, we proceed to their joint significant analysis adopting the one sample Z-test. The proxies employed in this study for the measurement of sustainability agreed with resource-based view strategies on sustainability of competitive advantage in an unstable business environment.

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