In today’s management world, quite a few changes have replaced traditional methods in previous management strategies followed by various organisations. Previously, the focus of organisations was on manufacturing and production; however, this perspective has changed to a focus on knowledge and intellectual capital.
Recent development shows how these changes have introduced a competitive landscape for organisations to develop and establish through sustainable development. This in turn affects how companies develop their resources and capabilities, fostering organisational persistence along with sustainability and competitive advantages. At present, the application of management in academic and industry perspectives and the changes that affect new approaches to business models are represented by sustainable development triggered by the sustainability of competitive advantage. Competitive advantages have become competitive necessities of today’s world.
Competitive advantage in an industry can be strongly enhanced by the interrelationships between businesses units and by the inter-relationships within organisations. These intra-relationships are the principal means by which a diversified firm creates value and thus provide the underpinnings for corporate strategy and corporate development.
Therefore, the need for a broad view and study of organisational domain functions and modalities, along with an inclusive approach to managerial practices that requires contributions from people across all functions of an organisation – such as supply chain management, scheduling, human resources, marketing, finance, corporate affairs and research and development – is important. The collective strength of these functionaries determines the ability of firms to earn and flourish, but the concept of sustainable development and competitive advantages are researched widely in isolated and discipline-specific arenas.
Moreover, intangible characteristics of organisations – such as knowledge, social capital, culture, market orientation, customer relationships, organisational learning, etc. – in particular industries have not been studied copiously in the area of sustainable competitive advantage. Research development frontiers have to take a conglomerated approach, bringing in paradigms and modalities prescribed in various managerial functions so as to provide a holistic and cumulative approach to sustainability in competitive advantage. This would be the backbone of effective management practice in today’s world.
The main focus of this special issue is on advancing our theoretical and empirical understanding of models and methods of strategic operations, research methods and practical underpinnings that are critical in the development of economy in different industries and managerial functions. Theoretical, methodological and/or empirical research papers are invited.
Suitable topics include but are not limited to:
- Strategic effectiveness
- Operations efficiency
- HR efficacy
- Marketing efficacy
- Customer relationship building
- Value positioning and strategy for competitive advantage
- Competitive advantage in service and manufacturing industries
- Scheduling in manufacturing industries
- Supply chain management
- Sustainability and competitive advantage in healthcare
- Perspectives of value
- Customer value models
- Value-based organisations
- Core competencies, core capabilities, processes and assets profiles
- Balanced scorecards
- Peer learning
Manuscript submission: 1 December, 2012
Notification of initial decision: 30 March, 2013
Submission of revised manuscript: 30 May, 2013
Notification of final acceptance: 30 June, 2013
Submission of final revised paper: 30 July, 2013