Intellectual capital has been described as intangible assets that may be used as a source of sustainable competitive advantage. However, intellectual capital components have to interact, to create value. Previous studies demonstrate that intellectual capital is positively and significantly associated with organizational performance. Our aim is to consolidate these findings, examining the inter-...

To promote entrepreneurship within a corporate environment, firms must release their grip on efficiency and instead embrace the failures which enable them to learn new ideas and methods. They must empower the innovative leaders with access to senior management, and equip them with the support of cross-functional teams. These mechanisms and structures form a sustainable competitive advantage tha...

In an increasingly competitive market, banks are constantly searching for sustainable competitive advantage to help them maintain their edge against competition. Over the years, banks have tried various drivers for competitive advantage, none of which were sufficient barriers for competitors. Understanding the behavior of their customers and using this knowledge to drive the interaction with cu...

This study aims to determine the effect of knowledge management and competitive advantage on performance batik craftsmen in Kampoeng Jetis, Sidoarjo Regency. used a questionnaire by analyzing data from 30 respondents. Data were analyzed using SPSS validity reliability test, classical assumption test hypothesis testing. The results showed that had an craftsmen. is limited Batik Jetis need conduc...

A new player, e.g., an entrant, joining an existing game generally allows more value to be created, but also creates new alternatives for existing players. Greater value expands the range of equilibrium appropriation levels for an existing player, in particular, lowering the minimum equilibrium appropriation. The emergence of new alternatives has the opposite e¤ect. We say a player has competit...