Abstract In the Fourth Industrial Revolution, 4IR, manufacturing firms face more competitive environments, rapidly changing information and communication technologies (ICTs), customers’ preferences than ever before. This paper analyzes relevant literature proposes a systemic customer-centric knowledge-based production value chain (KPVC) to leverage distinctive core competencies (DCCs) create su...

Spirited debate in the field of strategic management wages as to whether competitive advantage is sustainable or merely temporary in today's highly dynamic environments. The objectivity of the debate, however, suffers from a lack of specificity regarding the terms " sustainable " and " temporary. " That is, the amount of time or duration of a sustained or temporary competitive advantage is neve...

Research on competitive dynamics and hypercompetition has demonstrated the importance of firm competitive actions for disrupting industry positions and gaining competitive advantage. The effects of competitive actions in disequilibrium environments, such as nascent markets, however, have not been examined. In this paper, we argue that under conditions of high ambiguity, firms can gain competiti...

in modern economics, intellectual capital is described as an intangible asset which can be used as a source of sustainable competitive advantage. however, intellectual capital components have to interact in themselves to create value. the paper seeks to examine the impact of intellectual capital on firms’ market value and financial performance. the efficiency of the value added by corporate int...

This article suggests that the context and process of resource selection have an important influence on firm heterogeneity and sustainable competitive advantage. It is argued that a firm’s sustainable advantage depends on its ability to manage the institutional context of its resource decisions. A firm’s institutional context includes its internal culture as well as broader influences from the ...

A central problem in strategic management is how the inference ‘sustainable competitive advantage generates sustainable superior performance’ can be put into practice. In this article we develop a theoretical framework to understand the causal relationships among (1) sustainable competitive advantage, (2) configuration, (3) dynamic capability, and (4) sustainable superior performance. We propos...

Using the Natural Resource Based View (NRBV) as our theoretical lens, green IS or sustainable IS is conceptualized as comprising the different dimensions of sustainability practices that can create competitive advantage for the organization. This study examines (i) the impact of adoption of sustainable IS on organizational performance; and (ii) the impact of the extent of adoption of sustainabl...