A framework for developing competitive strategy ideas

In recent years, the rapid growth of civilization and industrialization has had a significant impact on environmental sustainability. The rise of human revolution and technological developments aimed at making people's lives more comfortable have indirectly contributed to environmental degradation, thus causing adverse effects on human health. Excessive exploitation of natural resources has drawn public attention to environmental issues both at national and international levels. This study aims to examine the effect of Green Supply Chain Management, Green Intellectual Capital, and Competitive Business Strategy on organizational performance, and to examine whether Corporate Carbon Management Strategy can strengthen the effect of Green Supply Chain Management, Green Intellectual Capital, and Competitive Business Strategy on organizational performance. The type of data used in this study is primary data in the form of financial reports of companies that are used as samples. The research method used in this study is a quantitative research method. The sample was selected using the purposive sampling method. For hypothesis testing, this study uses multiple linear regression analysis. Based on the results of this study, it shows that Green Supply Chain Management and Competitive Business Strategy have an effect on Organizational Performance, but Green Intellectual Capital, have not effect on Organizational Performance. Carbon Management Strategy strengthens the influence of Green Supply Chain Management and Competitive Business Strategy on Organizational Performance and Carbon Management Strategy does not strengthen the influence of Green Intellectual Capital Strategy on Organizational Performance

In order to analyze the environment influence on the business competitive strategies about the second largest airline in Australia, Virgin Australia, some basic information about Virgin Australia was retrieved and concluded in details from the scope of both the external and internal environment. It is obvious that the environment could affect the implementation of the competitive strategies. The paper also provides recommendations as to how Virgin Australia might maintain or improve its competitive strategies.

Climate change is one of the main problems faced by humans in this decade. Several environmental research institutions state that climate change in the next ten years is considered the most threatening long-term risk. Developed countries contribute 65-70% while poor and developing countries contribute the remaining 30%-35%. One of Indonesia's commitments as a country that is a member of the United Nations Framework Convention on Climate Change. The UNFCCC CoP (Climate Change Conference) is an annual world climate conference, where governments meet to discuss plans to address the climate crisis. This will be the 26th meeting. Where this convention is attended by 195 countries that are members of the United Nations (UN). This study aims to analyze the factors that influence the level of carbon emission disclosure, namely to test and analyze: The Influence of Corporate Environmental Awareness, Corporate Carbon Strategy, Green Corporate Business Strategy and Green Supply Chain on Carbon Emission Disclosure. In addition, this study also tests and analyzes the Role of Carbon Knowledge as a moderating variable for the influence of Corporate Environmental Awareness, Corporate Carbon Strategy and Green Supply Chain on Carbon Emission Disclosure. The analytical method used in this study is path analysis with the pattern of relationships between independent variables in this study being correlative and causal. Based on the results of this study, it shows that Environmental Performance has a significant effect on carbon emission disclosure. Carbon management strategy does not have an effect on carbon emission disclosure. Competitive Business Strategy has a significant effect on carbon emission disclosure. And green supply chain management has an effect on carbon emission disclosure. Carbon Knowledge does not strengthen the effect of environmental performance on carbon emission disclosure, Carbon Knowledge does not strengthen the effect of Carbon Management Strategy on carbon emission disclosure. Carbon Knowledge strengthens the effect of Corporate Business Strategy on carbon emission disclosure. Carbon Knowledge strengthens the effect of Green Supply Chain Management on carbon emission disclosure

The bakery industry is one of the contributors to economic growth in the food and beverage industry sector. The growth of the bakery industry is influenced by changes in urban lifestyles where people are now accustomed to consuming bakery products for breakfast, to eat with coffee and so forth. PT. X is a bakery company that was founded in 2004 and is located in Bandung City. The increase in demand for bakery products has influenced this company to better understand its company's position so that it can determine the right strategy going forward to compete with competitors.This research uses a case study method. The data analysis technique uses PESTEL analysis, Porter's 5 Forces, Internal Environmental Analysis which will then be calculated by IFE & EFE Matrix to determine the company's position.The results showed that at this time PT.X is in quadrant I in IE Matrix. This shows that the influence of strengths and weaknesses has a greater influence on business activities and production. Therefore, the most appropriate strategy to use is an intensive strategy or integration strategy.Keywords: Competitive Business Strategy, SWOT Analysis, Bakery Industry

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This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy.

This paper discusses the development of strategic information systems (SIS) and examines the impact of SIS applications in operations management on sustaining organisational competitiveness. It reviews the methodology, the process and the critical parameters and factors of SIS development. A management model for SIS development that integrates various perspectives of competitive advantage, business strategy, information technology (IT) and information systems (IS) is proposed. The purposes of this paper are to review the state of published SIS research, and develop a management model that identifies a five-stage SIS development process. In synthesising SIS planning methodologies advocated in literature, the paper also elaborates an implementation guideline accompanying the proposed model.

Intelligence is not a new concept and dates back to over 5 000 years. The concept of
\ncompetitive intelligence is however still an evolving field and its modern-day business
\ninterpretation has been changed and refined. The essence however stays the same and lies in
\nthe ethical gathering and interpretation of information to drive innovation and inform strategic
\ndecision-making. If successful, this assists companies, including engineering companies,
\nwith gaining a competitive advantage. A culture of competitive intelligence is thus necessary.
\nThe consulting engineering industry is experiencing major challenges and even disruptions.
\nTo combat this, and gain competitive advantage and growth, competitive intelligence must
\nbe embedded in company culture to inform innovation and strategic business decisions.
\nThe aim of this study was to investigate competitive intelligence in a multinational consulting
\nengineering company with offices across Africa, Asia, Australia, the Middle East and New
\nZealand by means of a case study and data collection. Firstly, the nature of competitive
\nintelligence and the need for establishing a successful competitive intelligence culture were
\ninvestigated. Following this, the challenges with implementing competitive intelligence across
\nborders were examined and the relationship between competitive intelligence, innovation and
\nbusiness strategy studied. Lastly, the types of information gathered, stored and distributed
\nwithin the company as part of competitive intelligence activities were investigated as part of
\nthe empirical study.

This chapter focuses on the impact that private-equity financing has on nurturing and developing global entrepreneurs in emerging economies. The research question is: how do potentially high-impact entrepreneurial start-ups in emerging economies rapidly expand globally in order to compete with developed-country competitors. Oviatt’s and McDougall’s (1994, 2005) international new venture typology is used to analyze a case study of an emerging-economy, born-global start-up and its relationship with a venture capital firm, which is crucial to develop a competitive international business strategy. In spite of operating in an emerging country lacking a well-developed entrepreneurial ecosystem (institutional void), a global start-up in conjunction with a venture capital firm that practiced a hands-on investment strategy, was able to successfully scale its business model globally over a 10-year period. The venture capital firm played a critical role in providing institutional support, lacking in this emerging country, to enable the start-up to quickly grow and become competitive with Western competitors.

Creative destruction is an economic theory of innovation popularised

Methodological principles that determine the quality parameters of strategic management and justify the application of new scientific approaches and methods in the formation of a competitive strategy for the management of logistics activities of enterprises play a decisive role in the formation of the methodology of strategic logistics management. Today there is no single approach to determining the methodology of formation and evaluation of the effectiveness of competitive strategies for managing the logistics activities of agricultural enterprises. The results of the analysis of scientific research confirm the need to substantiate the methodological aspects of the formation of competitive strategies for managing the logistics activities of agricultural producers. The purpose of the article is to study the methodological aspects in the formation of competitive strategies for managing the logistics activities of agricultural enterprises. Methodological aspects of formation of competitive strategies of management of logistic activity of agrarian enterprises are investigated. It is established that in modern conditions the role and significance of research of methodology of formation of competitive management strategies taking into account specificity of logistic activity of the enterprises of agrarian sphere is actualized. The problems of formation and evaluation of efficiency of competitive strategy of management of logistic activity of agrarian enterprises of both theoretical and practical character are defined, the decision of which will allow to carry out process of formation of qualitative competitive strategies for agricultural producers. Methodological principles have been formed that should be applied to any type of general competitive strategies and to the corporate or business strategy of agricultural enterprises in particular. This article examines the methodological aspects of the formation of competitive strategies for managing the logistics activities of agricultural enterprises. This is what allowed us to identify methodological problems related to the process of forming competitive strategies for managing the logistics activities of agricultural enterprises. Methodological principles of formation of competitive strategies of management of logistic activity of agrarian enterprises were divided into a set of general and separate methodological principles of formation of this type of strategies. The obtained results of the research contribute to the formation of competitive strategies for the management of logistics activities of agricultural enterprises and the improvement of the conceptual apparatus of the methodology of competitiveness of the agricultural sector.

Invited for this issue's Front Cover is the group of Frédéric. R. Leroux. The cover picture illustrates the potential of difluoromethoxylated ketones as building blocks for accessing challenging structures bearing the key OCF2H motif. These are represented here by a rocket, a highly technical achievement. Obviously, a parallel can be drawn between the building block strategy and a famous construction game. On the righthand side of the cover we can see the rocket heading towards a cell, highlighting the importance of fluorinated molecules in life sciences. Cover design by A. Loison. Read the full text of the article at 10.1002/ejoc.202300695.

A mixed molecular building block (MBB) strategy for the synthesis of double‐walled cage‐based porous metal–organic frameworks (MOFs) is presented. By means of this method, two isostructural porous MOFs built from unprecedented double‐walled metal–organic octahedron were obtained by introducing two size‐matching C3‐symmetric molecular building blocks with different rigidities. With their unique framework structures, these MOFs provide, to the best of our knowledge, the first examples of double‐walled octahedron‐based MOFs.

The construction of a scientific model: Otto Warburg and the building block strategy

Mushroom is one of the main commodities of agroindustry which experienced an increase in production due to the existence of consumer awareness to consume healthy products. The popularity causes the development of the mushroom processing industries in Malang. To improve the quality of products, mushroom SMEs need to further develop the company performance. Company performance can be achieved with an effective competitive advantage. Competitive advantage is a factor that a company should have in order to succeed in business. The fundamental source of competitive advantage is assets. This research use a Barney’s theory in determining strategic resources to achieve competitive competitiveness called Resource-Based View (RBV). The purpose of this research are to determine the influence of: (1) tangible assets on competitive advantage strategy, (2) intangible assets on competitive advantage strategy, (3) company capability on competitive advantage strategy, and (4) competitive advantage strategy on company performance. The exploration techniques utilised are quantitative and Partial Least Square (PLS). The results showed that the tangible assets and company capability have a strong influence and positively contribute to competitive advantage strategy, meanwhile intangible assets have a weak influence and negatively contribute to competitive advantage strategy, and competitive advantage strategy has a strong influence and positively contributes to company performance.