• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.1
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• pp.1-16
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• 2021

Purpose - This study aims to analyze 7-Eleven's specific competitive advantage strategy according to changes in the Japanese convenience store industry by selecting 7-Eleven, a leading company in the Japanese convenience store industry, as a representative case study. Research design, data, and methodology - Due to the current COVID-19 situation, fact-finding such as interviews with key managers through visiting surveys was not possible, so this case study was carried out based on the literature such as official and unofficial data collected from the companies through e-mail and articles that have been published outside. Result - As a result of the analysis, the researcher found that five competing strategy factors, such as dominant strategy, innovative logistics system strategy, information system development strategy, joint product development strategy, and direct communication strategy have closely maintained the mutual relation to form a combined strategy focusing on the franchise development strategy. Conclusion - The competitive advantage of 7-Eleven is thought to have secured its competitive advantage by combining the five competitive strategies complementarily for rapid response to change, cost advantage, and differentiated advantage. The management implications specified in this study can be considered a reference for establishing a competitive strategy for sustainable growth of the convenience store industry in the fierce competition and saturated market environment of Korean convenience stores.

• International Commerce and Information Review
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• v.8 no.1
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• pp.15-31
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• 2006

There is no overdoing of enforcement of the importance of strategical mind which indicates future direction when management environment around organizations are variously changing. This document describers preceding and comparison research about competition strategy, competitive advantage and IT centered on organizations' common issue "Guarantee of Continuous Competitive Advantage" and researched various factors to determined if Information Technology is functioning properly through the cases of excellent organizations operating continuous competitive advantage Continuous competitive advantage's source is evaluating positively about resource based view which is described by innovation of business process. However, reality of operating continuous competitive advantage with difficult imitation of business process' "Time" "Complexity" is insufficient. Confirm how continuous competitive advantage is operated in reality by accepting easy application of "Simple Concise" business process. Confirm existence of information technology capability creating difficult imitation is functioning as a source of continuous competitive advantage, not Information Technology resource supporting business process.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• Asia pacific journal of information systems
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• v.14 no.4
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• pp.123-145
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• 2004

This paper empirically and longitudinally examines relationships among corporate strategy, competitive advantage of information technology (CAIT), and organizational performance. This research replicates the research done in 1997 and compares the results to observe any noticeable changes. Research results confirm that information technology provides several traits of strategic advantages such as efficiency, threat, functionality, preemptiveness, and synergy and significantly contributes to corporate performance both in 1997 and 2004. The findings reinforce the accepted belief that alignment between corporate strategy and CAIT is critical for firms to attain sustainable competitive advantage, subsequently enhances corporate performance and competitive position against rivals, potential entrants, substitutes, suppliers, and buyers. Research results of 2004 show stronger relationships among corporate strategy, competitive advantage of information technology, and organizational performance than research results of 1997.

• Asia-Pacific Journal of Business
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• v.7 no.1
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• pp.43-57
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• 2016

This study examined the relationship between determinant factors of FDI and management performance, and tested moderating effects by competitive strategy. Questionnaires were gathered from 113 respondents, but only 92 valid copies were analyzed through SPSS WIN 18.0. The major empirical results are as follows: In hypothesis 1, Firm-Special Advantage impacted on Management Performance strongly, Internal Advantage impacted on Management Performance strongly, and Locational Advantage impacted on Management Performance strongly. In Hypothesis 2, the moderating effects by competitive strategy on the relationship between determinant factors of FDI and management performance were tested through multiple regression. The result of the moderating effects by competitive strategy were found to be insignificant. Implications of the finding as well as the limitations of this study are also discussed.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.8
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• pp.29-36
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• 2022

The objective of this research is to find out the effect of innovative culture and quality of work life on competitive advantage strategy with the mediation of individual performance. This research is the continuance of previous research conducted by Adya Hermawati with an originality aspect emphasizing a concept comprising innovative culture, quality of work life, and individual performance as factors that control competitive advantage strategy. The research subject is Tourism Industry SMEs. Explanatory research is a research method used in this study, by surveying respondents. The data sources in this research are primary and secondary. Primary data is collected from respondents directly through a questionnaire whereas secondary data are obtained from references that are relevant to research problems. In conformity with this explanation, the type of research data is quantitative data. The results of this research show that: innovative culture has an effect on individual performance, quality of work life affects individual performance, innovative culture has an effect on competitive advantage, quality of work life affects competitive advantage, individual performance has an effect on competitive advantage, innovative culture affects competitive advantage with the mediation of individual performance, and quality of work life affects competitive advantage with the mediation of individual performance.

• Journal of the Korean Institute of Navigation
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• v.19 no.1
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• pp.49-69
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• 1995

What is the national competitive power\ulcorner What are the determinants of national competitive advantage\ulcorner In order to find these problems, this study was initiated theoretically through the international trade theory and international managerial strategic theory. The flow of studies, in connection with these competitive advantage, come into industries competitive advantage from national competitive advantage. It is understood that the flow of studies is based on the change of paradigm about the international industry environment. Today, the international industry environment has been changed into vigorous situation with the new trade system such as globalization, UR negotiation, WTO system instead of GATT. Among these environments, all enterprises in any industries should try to enhance their benefit, income profits and develop their management strategy, because it is essential for them to keep and make a profit in order to be competitive against all other rivaling enterprises. According to researchers and the ages of history, the concept and determinants of competitive advantage have been dissimiliar as followings. 1) Theory of absolute advantage : Absolute Product Cost. 2) Theory of comparative advantage : Comparative Product Cost. 3) Theory of reciprocal demand : the Reciprocal Demand Structure. 4) Theory of Hechsher-Ohlin : Factor Endowment. 5) Paradox of Leontief : the Quality of Factor Endowment. 6) Theory of technological gap : R & D. 7) Technological gap model : The Technological Gap. 8) Theory of the product life cycle : Product Life Cycle. 9) Christensen's study : Firm's character & manager's character. 10) Monopolistic Advantage Theories : Monopolistic Advantage 11) Electic theory : Ownership, location and internalization specific advantages. 12) Theory of value chain : Cost advantage, Differentiation, Focus. However all these theories have the limit of illustration regarding today's competitive situation, the Porter's theory shows well the determinants of competitive advantage with competitive strategy. Therefore, the analysis of the competitive advantage for maritime industry should be studied by the determinants of competitive advantage of nations

• Asia pacific journal of information systems
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• v.5 no.2
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• pp.177-197
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• 1995

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology (IST) structure and competitive strategy was investigated based on structural contingency theory. Structural contingency theory argues that organizational performance is contingent on the congruence between structure and contingent factors. Competitive strategy is considered to be the most important contingent factor among organizational context variables. Two dimensions of IST structure and three types of competitive strategy were employed to test a contingency model. It was found that enhanced congruence between IST structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IST, while the structural dimension significantly associated with "prospector" positioning was more decentralized and less integrated application of IST.

• Asia-Pacific Journal of Business
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• v.11 no.3
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• pp.107-122
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• 2020

Purpose - This paper investigates the relations among exploratory and exploitative supply chain management practices, competitive advantage, and firm performance. Design/methodology/approach - This study takes a hypothesis-generating study to capture the tradeoffs between exploration and exploitation and develops some hypotheses which involve the relations among SCM practices, competitive advantage, and short-term and long-term performance. Findings - Exploitative SCM practices have more positive effects on short-term performance rather than long-term performance, whereas exploratory SCM activities affect long-term performance. Further competitive strategy, environmental dynamism, and organizational slack moderates the relationship between SCM and performance. Exploitative SCM is more desirable when a firm uses low cost strategy, lacks slack resources, and faces stable environment, while exploratory SCM is more effective when a firm employs differentiation strategy, has slack resources, and confront dynamic environment. Research implications or Originality - In order to understand the performance effects of a variety of SCM practices, we should distinguish between exploitative and exploratory SCM activities. Further the relationship between SCM and performance may differ depending upon some contingent variables such as external environment, competitive strategy and organizational slack.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.6 no.1
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• pp.71-98
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• 1998

The study proved the fitness between competitive strategy and service operation strategy of service companies. The competitive strategy of a corporation is a major strategy playing the role of bridge linking both corporate strategy and functional strategy. And it is a choice of method how to win competitors in given area. There have been such a specific methodologies for acquiring competitive advantage as Porters competitive strategy, Miles and Snows adaptive strategy, and Life cycle strategy. But, many scholars have pointed that its more important for high corporate performance to determine the competitive strategy of a corporation fitting the external environment and internal structure. So its needed for successful cost-leadership or differentiation strategy to differentiate organizational function, resources, and various organizational factors. But there have been no methodologies or practical guidelines fitting competitive strategy, corporate structure, and external environment in sprite do service corporations growth. So, the study proved the fitness between competitive strategy and service operation structure in Airlines after selecting service structural elements necessary for strategic management.