Who, over the age of 20, hasn’t experienced a serendipitous event: unexpected information that yields some unintended but potential value later on? Sitting next to a stranger on a plane who becomes a business partner? Stumbling onto an article in a journal or newspaper that helps tackle a nagging problem? Creating a new drug by accident?

For many firms, a focus on corporate social responsibility (CSR) is an indication to stakeholders that the firm is concerned about social and environmental issues. However, these same firms may engage in CSR activities with the expectation that these activities will increase their bottom line. A relevant, and highly researched question, is the relationship between CSR and performance. The findings are inconclusive, indicating a need to consider other explanations. Several authors have drawn on the resource-based view of the firm to (...) suggest that CSR can give a firm a competitive advantage. In this article we draw on and further develop this research, by focusing on four outcomes of CSR initiatives: strategic disadvantage, strategic necessity, temporary strategic advantage, and strategic advantage. We exemplify this with two cases. The article contributes to the literature by developing a set of possible outcomes, by recognizing several issues which result in strategic necessity, and by suggesting movement between the outcomes. (shrink)

The United States is at a crossroad in its treatment of Chapter 11 of the Bankruptcy Code, which deals with reorganization of bankrupt organizations. It is vital that the issues surrounding the debate be properly framed. This paper attempts to do just that by reviewing the evolution of bankruptcy law, assessing the impact of Chapter 11 leniency on societal stakeholders, considering bankruptcy as a strategic option, and addressing the ethical and societal issues that arise from the use of Chapter (...) 11 to avoid massive litigation or to abrogate labor contracts. Serious threats to the underlying fibers of the American system of enterprise are exposed and an assessment of these threats is offered. (shrink)

Orbell and Dawes develop a non-game theoretic heuristic that yields a ‘cooperator's advantage’ by allowing players to project their own ‘cooperate-defect’ choices onto potential partners (1991, p. 515). With appropriate parameter values their heuristic yields a cooperative environment, but the cooperation depends, simply, on optimism about others' behavior (1991, p. 526). In earlier work, Dawes (1989) established a statistical foundation for such optimism. In this paper, I adapt some of the concerns of Dawes (1989) and develop a game theoretic model (...) based on a modification of the Harsanyi structure of games with incomplete information (1967–1968). I show that the commonly made conjecture that strategic play is incompatible with cooperation and the cooperator's advantage is false. (shrink)

One of the conceptual limitations of the orthodox game theory is its inability to offer definitive theoretical predictions concerning the outcomes of noncooperative games with multiple rationalizable outcomes. This prompted the emergence of goal-directed theories of reasoning – the team reasoning theory and the theory of hypothetical bargaining. Both theories suggest that people resolve non-cooperative games by using a reasoning algorithm which allows them to identify mutually advantageous solutions of non-cooperative games. The primary aim of this thesis is to enrich (...) the current debate on goaldirected reasoning theories by studying the extent to which the principles of the bargaining theory can be used to formally characterize the concept of mutual advantage in a way which is compatible with some of the conceptually compelling principles of orthodox game theory, such as individual rationality, incentive compatibility, and non-comparability of decision-makers’ personal payoffs. I discuss two formal characterizations of the concept of mutual advantage derived from the aforementioned goal-directed reasoning theories: A measure of mutual advantage developed in collaboration with Jurgis Karpus, which is broadly in line with the notion of mutual advantage suggested by Sugden, and the benefit-equilibrating bargaining solution function, which is broadly in line with the principles underlying Conley and Wilkie’s solution for Pareto optimal point selection problems with finite choice sets. I discuss the formal properties of each solution, as well as its theoretical predictions in a number of games. I also explore each solution concept’s compatibility with orthodox game theory. I also discuss the limitations of the aforementioned goal-directed reasoning theories. I argue that each theory offers a compelling explanation of how a certain type of decision-maker identifies the mutually advantageous solutions of non-cooperative games, but neither of them offers a definitive answer to the question of how people coordinate their actions in non-cooperative social interactions. (shrink)

The tides of change constantly surface new currents in the world of business. No longer is it sufficient to seek the static positional advantage offered by classical Porterian analysis. This article explores the emerging direction of business strategy as expressed by the concept of evolutionary advantage. It examines first the major forms of business knowledge over the last century, then considers mainstream frameworks for strategic analysis, and offers, as a compelling alternative, the emerging notions of evolutionary development (...) and evolutionary learning. Through application of Evolutionary Systems Design, it is shown how an organization may cultivate strategies for sustainable success. (shrink)

The debate about the Strategic Foul has been rumbling on for several decades and it has predominantly been fought on moral grounds. The defenders claim that the rules of a game must be supplemented by the ‘ethos’ of the game, by its conventions or informal rules. Critics of the Strategic Foul argue that to break the rules deliberately, in order to gain an advantage, is morally wrong, spoils the game, or is a form of cheating. Rather than (...) entering the moral maze I will argue that the Strategic Foul rests on a conceptual mistake. I will contrast the Strategic Foul with the idea of Efficient Breach in the economic approach to law in order to bring out some of the salient features. While doing so I will attempt some cross-fertilisation between jurisprudential insights and philosophical reflection on game rules. Finally, I will re-cast Searle’s distinction between constitutive and regulative rules in order to bring out the conceptual mistake more clearly. (shrink)

In this book I examine various forms of indeterminacy in the law and scrutinize (i.a. by way of game theoretical models) the conditions under which they can be strategically used. In particular, I analyze the advantages and disadvantages of indeterminacy in the wording of laws, contracts, and verdicts. Legal texts are particularly interesting insofar as they address a heterogeneous audience, are applied in a variety of unforeseeable circumstances and must, at the same time, lay down clear and unambiguous standards. I (...) argue for the claim that semantic vagueness is less relevant than commonly supposed in the debate, while other forms of indeterminacy (in particular, polysemy and standard-relativity) are underrated or altogether ignored. This misconception is, as I argue, due to a systematic confusion between semantic vagueness and these forms of indeterminacy. Once it is resolved, the value of indeterminacy can be clearly shown. (shrink)

There are two different, and somewhat competing, strategic explanations for why firms certify for ISO 14001. On the one hand, firms may seek to reinforce their present strategies thereby further enhancing their competitive advantage. On the other hand, firms may use ISO 14001 as a mechanism to reorient their strategies, so that a clear signal is sent about the firm's change in strategic positioning. This paper aims to identify the most likely explanation for early adopters of ISO (...) 14001. Using a matched pair design, we test these alternative explanations on a sample of US firms that certified for ISO 14001 in the first two years after its introduction. In particular, we tested whether ISO 14001 was used to reinforce or reorient firm strategies in respect to the natural environment, corporate social responsibility, quality, and internationalization. We found that firms that certified early for ISO 14001 had considerable environmental legitimacy and a strong international presence. We also found that the firm's commitment to corporate social responsibility and quality were not significantly different between certified and non-certified firms. These findings suggest that early adopters of ISO 14001 leaned towards reinforcing rather than reorienting their firm strategy, which calls into question the ultimate reach of ISO 14001. (shrink)

This article is part of a Symposium that examines the legal and policy issues raised by the Schwarzenegger bobblehead doll litigation, in which a Hollywood star-turned-governor sued under California's right of publicity laws and under federal copyright law to stop a small Ohio company from selling a bobblehead doll depicting Schwarzenegger in a business suit, with a bandolier of bullets, and brandishing an assault rifle. The article contends that defendants' unauthorized use of the Schwarzenegger image on dolls and their accompanying (...) packaging was permissible as First Amendment-protected free speech under California's right of publicity laws and also constituted fair use under federal copyright law. The article rejects the argument that a First Amendment defense to plaintiff's right of publicity claims was unavailable because a bobblehead doll is not a "traditional" medium of expression for ideas. The article recognizes that overly expansive assertions of rights of publicity and other intellectual property rights threaten to stifle creative expression and diminish the cultural commons. The article also calls for clearer and more consistent recognition of defenses to right of publicity claims, particularly for cases where a defendant's unauthorized appropriation of another's image or likeness is for purposes of caricature, parody, or satire¿especially where the image is that of a politician. It concludes that the settlement of the Schwarzenegger bobblehead doll case illustrates how "strategic" assertions of even objectively non-meritorious rights of publicity can allow powerful plaintiffs to censor unflattering depictions of them and to unduly expand intellectual property rights without full adjudication on the merits of such claims.This insight is critical, because while other scholars have suggested that the "over-protection" of intellectual property rights (including rights of publicity) has a deleterious effect on freedom of expression and the public domain, these criticisms focus almost exclusively on published appellate cases. Yet, as this article reminds us, most cases settle and never become litigated cases, much less published appellate decisions. And most disputes - including intellectual property disputes - never result in formal litigation in the first instance. As with most other areas of the civil disputing process, intellectual property disputes are processed in the "shadow of the law", where repeat players have strategic advantages to shape the outcomes of disputes in their favor. Thus, if we want to know whether intellectual property rights are over-protected, we need to know what happens (and why) in the shadow of intellectual property law. This insight is the basis for the author's empirical research-in-progress focusing on "strategic intellectual property enforcement" by owners of trademarks, copyrights, and patents, including enforcement that never results in litigation and is thus under the radar of what most legal scholars in this area of law examine. (shrink)

Fulfilling consumer expectations of corporate social responsibility can bring strategic advantage to firms. However, research on the topic is fragmented across disparate disciplines, and a comprehensive framework to connect CSR supply and demand is missing. As a result, firms often supply CSR that does not attract demand, as signified by pessimism about ethical consumerism in recent years and the inconclusive link between corporate financial and social performance. In this study, we propose a framework of strategic CSR management (...) to define how a company’s supply of CSR could meet consumer demand for ethical products by aligning managerial and consumer perspectives. We then investigate empirically whether such a strategic approach, which integrates potential demand in CSR management, would influence consumer choice of products with CSR components. Our hybrid choice modeling allows the inclusion of psychological biases caused by social desirability and cynicism to increase result validity. The findings support the explanatory power of the framework and reveal that consumers prefer some CSR elements while others adversely affect choices. This study advances the understanding of strategic CSR management and its impact on consumer choice and helps managers include the right mix of CSR characteristics in their products to satisfy ethical consumers. (shrink)

Peter Vanderschraaf’s Strategic Justice is a powerful elaboration and defense of what he calls ‘justice as mutual advantage’. Vanderschraaf opens Strategic Justice by observing that ‘Plato set a template for all future philosophers by raising two interrelated questions: (1) What precisely is justice? (2) Why should one be just?’. He answers that (1) justice consists of conventions which (2) are followed because each sees that doing so is in her interest. These answers depend upon two conditions which (...) Vanderschraaf calls Baseline Consistency and Negative Mutual Expectations. I contend that the plausibility of the first condition depends upon principles which are prior to Vanderchraaf’s conventions of justice and that the second condition does not account for the interest Vanderschraaf must think we take in those principles. I therefore worry that Vanderschraaf does what he accuses other theorists of justice as mutual advantage of doing: going outside the bounds of justice as mutual advantage. To lay the groundwork for his conditions, Vanderschraaf analyzes the circumstances of justice. I argue that, his claims to the contrary notwithstanding, he does not take the circumstances to be the kind of conditions Hume takes them to be, but that he has good reason to do so. (shrink)

This article is about the manifestations of similarities between two seemingly distinct groups of Nigerians: cybercriminals and politicians. Which linguistic strategies do Twitter users use to express their opinions on cybercriminals and politicians? The study undertakes a qualitative analysis of ‘engaged’ tweets of an elite law enforcement agency in West Africa. We analyzed and coded over 100,000 ‘engaged’ tweets based on a component of mechanisms of moral disengagement (i.e., advantageous comparison), a linguistic device. The results reveal how respondents defend the (...) actions of online fraudsters (“the deviant group”) by strategically comparing them to the wrongful acts of corrupt politicians (“the respectable group”). Similarly, the results show how respondents positioned this linguistic strategy to compare “the powerless group” (online fraudsters) and “the powerful group” (politicians) in society. Indeed, tweet responses suggest that the Economic and Financial Crimes Commission (EFCC) generally looks downwards for culprits (i.e., online fraudsters) while ignoring fraudulent politicians. We conclude that the process by which some actions are interpreted as a crime compared to others is a moral enterprise. (shrink)

In this article, we first provide evidence that Scandinavian contributions to stakeholder theory over the past 50 years play a much larger role in its development than is presently acknowledged. These contributions include the first publication and description of the term “stakeholder”, the first stakeholder map, and the development of three fundamental tenets of stakeholder theory: jointness of interests, cooperative strategic posture, and rejection of a narrowly economic view of the firm. We then explore the current practices of Scandinavian (...) companies through which we identify the evidence of relationships to these historical contributions. Thus, we propose that Scandinavia offers a particularly promising context from which to draw inspiration regarding effective company-stakeholder cooperation and where ample of examples of what is more recently referred to as “creating shared value” can be found. We conclude by endorsing the expression “Scandinavian cooperative advantage” in an effort to draw attention to the Scandinavian context and encourage the field of strategic management to shift its focus from achieving a competitive advantage toward achieving a cooperative advantage. (shrink)

B Corporations are for-profit companies meeting specific social and environmental standards. This exploratory study into B Corporations aims to enhance the understanding of the certification on organizational performance. As previous research indicates that third party labels impact financial performance and that positive corporate social performance can lead to positive financial performance, this paper first seeks to determine whether B Corporation Certification positively impacts companies’ financial performance. Second, following previous B Corporation literature, this research tests whether certification leads to positive non-financial (...) results in the form of strategic advantages. Finally, it asks whether Certification negatively impacts organizations’ plans to develop internationally and/or by going public. While this study’s results provide little support that B Corporation Certification impacts organizations’ financial performance or growth, they do indicate that B Corporations experience positive non-financial strategic results post certification. The results of this study may be used to infer or test conclusions about socially responsible labels more broadly in the future. (shrink)

We develop a framework for understanding how lack of clarity in business press coverage of corporate social responsibility functions as a mediated and emergent form of strategic ambiguity. Many stakeholders expect CSR to exhibit clarity, consistency, and discursive closure. But stakeholders also expect CSR to conform to varying degrees of both formal and substantive rationality. These diverse expectations conflict with each other and change over time. A content analysis of press coverage in Denmark suggests that the business media reflect (...) and amplify the ambiguity generated by these shifting demands. We propose that this very public lack of discursive closure provides strategic advantages to CSR stakeholders by rendering the concept of CSR adaptable, resilient, and meaningful to diverse interests. From this perspective, strategic ambiguity emerges from a relational and mediated process, not from the direct intentions of individual stakeholders. Our framework suggests that CSR is best understood not as a clear or consistent agenda, but rather as a forum for sensemaking, diversity of opinion, and debate over the conflicting social norms and expectations attached to corporate activity. (shrink)

Strategic management ensures the identification of environmental opportunities and threats that a sector or an organization must face in order to gain a competitive advantage in the market. Transport is recognized as a key factor in the strategy of a long term development, economic growth and quality of life. In this sense, a transport system that offers a maximum economic and social impact must be developed in order to minimize the negative effects. Considering this aspects, we must highlight (...) that important economic changes, trade growth, technological development or environmental issues have a major impact on the maritime industry in general and on port activities in particular. The favourable maritime opening of Romania, which through the port of Constanta is one of the main distribution centers for Central and Eastern Europe, ensures the necessary premises for an economic growth. The purpose of this paper is to identify the main strategic management decisions needed in the field of maritime transport in order to ensure increased performance. We will also try to demonstrate the strategic importance that the management of the port has in terms of its competitiveness in foreign trade. An analysis will be performed on the port of Constanta based on which we will identify the main decisions and strategic objectives to ensure its development and increase its competitiveness at European and global level. (shrink)

PurposeThe so‐called strategic information systems define systems that represent instruments able to provide a competitive advantage. In this case, the purpose of this paper is to go further and broaden the perspective to examine business sectors. Namely, information systems are conceived also as factors that reconfigure entire business systems.Design/methodology/approachThe research strategy followed can be considered in the circle of the case study. Specifically the case is Yoox, a virtual boutique. The theoretical approach for answering to the questions how (...) and why information systems are determinant in Yoox's development is based on Normann's work. In fact, it outlines modalities through which information systems reconfigure value space and give details to forces enacted consequently.FindingsThe Yoox case study throws light on the fact that, actually, information systems can be a useful instrument not only for reformulating business models but also dynamics that characterize entire business sectors.Research limitations/implicationsThe perspective proposed is limited to marginal aspects of the fashion business, i.e. global brands such as Armani have been involved in pursuing new online distribution channels outsourcing these services to a Dot.com company like Yoox.Originality/valueA business such as a virtual boutique for a multi‐brand fashion and design is imitable due to the worldwide competition. The fact that Yoox became a provider of e‐commerce platform, forming the logistical side to the marketing strategies on the net, changes the scenario significantly. Yoox's mission is not only to sell fashion online but to provide a technological platform for e‐commerce. In this way, Armani, at first, was a Yoox provider but now it is also a customer. In some sense, the rules of the game of the fashion sector, have been, albeit marginally, modified. (shrink)

The analysis of so-called ?strategic intentional fouls? (SIF) as well as the discussion of their validity in the normative systems of sports have a long track record. These fouls can be characterised as rule violations committed in order to be detected and which accept the corresponding sanction. However, there is an additional goal of obtaining an advantage or subsequent benefit in the competition. In fact, this practice is not infrequent and it is even occasionally accepted by the players (...) themselves, referees, judges, sports authorities and spectators. In this work I have analysed the internal structure of SIFs (the features of an axiological gap and a ?special intention?) with a view to providing a deeper understanding and stressing the differences with closely related concepts: cheating, and especially fraus legis or what in Anglo-Saxon culture is called ?spoiling the game?. Finally, I try to show some difficulties in distinguishing SIF from gamesmanship. (shrink)

Covering both practical and theoretical aspects of strategic management, this three-volume work brings the complex topic down to earth and enables readers to gain competitive business advantages in their marketplace. This clear, insightful, and interesting work covers all aspects of strategic management, including chapters that discuss SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the Resource-Based View, transaction cost economics, and real options theory. Unlike other books, this three-volume work examines strategic management from different perspectives, effectively interweaving seemingly (...) disparate subdisciplines, such as entrepreneurship and international business, with specialized foci, such as creativity, innovation, and trust. Incorporating information from contributors as varied as a proprietor of a worldwide motorcycle business to one of the most published scholars in the field of international strategic management, the practical and theoretical perspectives presented in Strategic Management in the 21st Century will benefit business strategists, professors of strategic management, and graduate students in the field. (shrink)

Given Bernard Suits’ stature in the philosophy of sport, his take on strategic fouling, surprisingly, hasn’t been given much attention in the literature. Rather than relying on a purely empirical or ‘ethos’ approach to justify the Strategic Foul he provides a mixed justification. Suits’ account combines a priori and a posteriori elements. He introduces a third kind of rule, which appears to be unlike rules of skill or constitutive rules, into his conceptual scheme. Suits claims that it is (...) sometimes tactically correct to break such a rule in order to gain an advantage. I will argue that the a priori element in his justification of strategic fouling is unconvincing because there is nothing special about ‘third type’ rule-violations, which incur a ‘fixed penalty’. Furthermore, the a posteriori element ultimately reduces to a rule of skill, and it is doubtful whether it has sufficient normative force to warrant breaking a rule. But, most importantly, the a posteriori element degrades the power of the a priori element. (shrink)

For more than twenty years, Peter Vanderschraaf’s work has combined rigorous game-theoretic analysis, innovative use of (social) scientific method, and normative analysis in the context of the social contract. Vanderschraaf’s work has influenced a significant interdisciplinary field of study and culminated in the publication of his book, Strategic Justice: Convention and Problems of Balancing Divergent Interests (OUP, 2019). Building upon his previous work, Vanderschraaf developed a new theory of justice (justice-as-convention) that, despite a mutual advantage approach, considers the (...) most vulnerable members of society and defends the egalitarian bargaining solution. To advance his theory, Vanderschraaf proposes an account of conventions that updates and systematizes David Lewis’s account of conventions, drawing on contemporary developments in game theory and economics. This topical collection brings together game theorists, philosophers, economists, and political scientists to discuss themes from Vanderschraaf’s work. The collection bridges a gap among disjoint but closely related literatures in game theory, bargaining theory, formal philosophy, rationality, equality, justice, and the social contract in order to advance dialogue among scholars in this rich and growing field of study. (shrink)

Lying for a strategic advantage is to be expected in commercial interactions. But would this be more or less obvious when lying could come from either party and question mutually profitable exchange? To explore this, we modify the acquiring-a-company game by letting both, buyer and seller, be privately informed. Specifically, the value of the company for the buyer is known only by the seller; whereas, only the buyer is aware by which proportion the sellers evaluation is lower than (...) that of the buyer. Before bargaining, both parties can reveal what they know via cheap-talk numerical messages. Game theoretically, the pooling equilibrium may or may not allow for trade depending on the commonly known expected evaluation discrepancy. By mutually revealing what one knows, one could boost trade and efficiency. Although strategic misreporting prevails quite generally, it is higher for sellers throughout the experiment. Regarding gender, women misreport less, especially as sellers, and offer higher prices. (shrink)

The knowledge that organizations possess, produce, and acquire adds to their strategic competency and intelligence. Organizations develop intelligence from practice and learning by doing. There is a definite relationship that exists between organizational learning and productivity that contributes to the development of organizational intelligence. Organizational intelligence is of difference kinds, but almost all of them develop from organizational actions and learning that includes but are not restricted to gaining market information, consumer interactions, business communications, creating new products and services, (...) managing actions, solving emerging problems, etc. Intelligence is the ability to comprehend things or immediate situations and act rationally and according to what the situation demands. In this paper, we examine on what respect organizational intelligence positively relates to organizational competency, and how intelligence help develop strategic competency which adds to their advantage and makes them more robust. We find using a theoretical model that the development of organizational intelligence confers competitive strength to an organization, and contributes to the overall development of higher productivity and organizational competence. (shrink)

Although existing research evaluates the growth and motivations behind global corporate social responsibility activity, there is little understanding whether these growing commitments generate strategic benefits to their adherents. In this article, we analyze the organizational attributes that underlie the firm’s ability to generate competitive advantage from the adoption of a global CSR framework. We develop hypotheses on economic and reputational benefits and test whether firm performance, organizational resources, and access to business and CSR networks determine these benefits in (...) CSR frameworks. Results from a survey of 213 Spanish global compact business participants strongly support our arguments. (shrink)

Around 1610 the Dutch author Gerbrand Bredero wrote a letter to his painting teacher Francesco Badens, asking for the loan of a painting to make a copy of it. The act of writing asks for a proactive role in managing the reader’ reactions. Although at first sight the letter may look like no more than a simple, insignificant and most of all polite piece of correspondence, it is argued that, from the viewpoint of strategic maneuvering, Bredero’s approach may be (...) considered as a well-thought-out and potentially effective strategy, contributing to pinning Badens to a promise. An analysis from the perspective of argumentation theory allows us a better understanding of certain characteristics in this letter. Bredero’s choice from the ‘topical potential’ especially finds expression in proleptic formulated objections of the addressee to fulfilling his promise. Starting the letter from the seemingly low power situation of a pupil asking his master to do something, in every stage of the communication Bredero is aiming at a reasonable balance and turning this balance to his own advantage at the same time. (shrink)

Reagan's March 23, 1983 speech concerning the need to give the U.S. “the means of rendering these nuclear weapons impotent and obsolete” marked the beginning of a new era in American nuclear strategy and, consequently, in world nuclear strategy. This statement announced a new desire to leave behind the era of nuclear deterrence, based on the nuclear balance of terror, by developing new anti-missile technologies that will make defensive forces more effective than offensive ones. In fact, since the beginning of (...) the nuclear age, nuclear strategies have all been based on the fact that offensive forces were superior: even today, anti-missile defenses cannot compensate for the advantage of the attack. (shrink)

Designing an integrative research program requires that research leaders negotiate a balance between the scientific interest of research and the practical interests of non-scientific partners. This paper examines the ways integrated research is formally categorised, and analyses the tangible expressions of the practical politics involved in reconciling scientific and practical interests. Drawing on a comparative study of two Australian Cooperative Research Centres, I argue that categories used by the research leaders to describe the research programs embody three different strategies for (...) structuring the relationships between researchers and their partners. These include matching research program categories to partners' implementation program categories, reproducing existing integrative partnership models, and filling gaps in understanding with new technical approaches. These strategies offer different advantages and disadvantages. The cases suggest that the integrative approach favoured by each Centre depended on issues such as the geographic scope of policy arenas, sources of scientific credibility, and the political risks facing partners. The practical politics of research organisation offers a new lens for understanding both the practice and theory of integrated research. (shrink)

This study aims to look at the role of the practice of excellence strategies in education in achieving sustainable competitive advantage for the Higher educational institutions of the faculty of Engineering and Information Technology at Al-Azhar University in Gaza, a model, and the study considered the competitive advantage of educational institutions stems from the impact on the level of each student, employee, and the institution. The study was based on the premise that the development of strategies for excellence (...) in education, and its implementation is a vital important prerequisite to achieve sustainable competitive advantage in higher educational institutions. The study followed a systematic exploratory descriptive methodology through review of the theoretical literature, and the adoption of the experience of the Faculty of Engineering and Information Technology at Al-Azhar University in Gaza as a model for its unique experience in the field of excellence in education. The study results showed that the most important are: There is a strong correlation between the level of exercising excellence strategies in education and the achievement of higher educational institutions to the sustainable competitive advantage. The results include a general required number of important sub results on the subject of the model - Faculty of Engineering and Information Technology at Al-Azhar University in Gaza as follows: - The student considered the academic focus of the operation in the development process of the workers’ skills, particularly academics at the university helps to distinguish students and increase the employment rate after graduation. - The existence of consistency in development efforts and quality improvement for all three levels (student, employee, and the university), and this contributes to the Faculty excellence. - The Faculty has been able to achieve competitive advantages by offering excellent services without harming the efficiency, and this alone is a great success because improving service properties requires great investments, which negatively affect the continued institutional development. The study also reached a set of recommendations as follows: - The need to exercise excellence strategies in education, excellence reward at the national level, and those higher educational institutions follow the criteria for measuring the competitive advantages of its institutions always. - There is a need to increase efforts to implement programs of excellence, the allocation of adequate time, reward outstanding efforts as well. There is a necessity for each faculty to achieve competitive advantage and sustainability, using the general philosophies of competitive advantage, but with a different strategically content from what is in the private commercial sector, it reflects the Faculties mission and objectives, depending on making improvements and excellence in processes that ensure the safety of its outputs. As well as the need to find a balance between the work of teaching and research work of the faculty members, this has important implications regarding the criteria used in the process of excellence evaluation. The study recommended the adoption of strategies for excellence in education on a national public policy level mainly in the processes of change in higher education institutions. The need to support the existence of a common understanding of the efforts of excellence to create a general culture that appreciates excellence in faculties and universities. This underlines the need for transparent, fair rewards systems, to encourage innovation in education. The need to conduct a comprehensive surveys on the graduates of faculties and universities including the areas of employment and skills, because that will give accurate indications of the graduates and will help to establish a link to a more precise about the relationship of excellence strategies with the competitive advantages. (shrink)

The integration of Corporate social responsibility with BusinessStrategy has been identified as a central Corporate social responsibility concept. Corporate social responsibility, it is important to understand the Key Drivers and Building Blocks that is integral to this phenomenon and which will impact the Civil Society at large. If the Indian government and private companies are serious about meeting Sustainable Development Goals, Mandated CSR has to be used as a Strategic Vehicle not only to reduce the substantial financial shortfall but (...) Corporate social responsibility as an integral part of a company’s Strategy, to help companies achieve Competitive Advantage. The paper lists down five strategic Building Blocks of Mandated CSR namely—Shared vision, Key Drivers, Dialogue, measuring impact, and Governance which provide a mental framework to think about mCSR in a novel way. The paper emphasizes the importance of Shared vision, Problem Identification, utilizing Board’s Expertise, Innovation, building network, Best Practice sharing, managing failure risk, Shareholder’s Activism, Government’s Intention, and Capacity Building. (shrink)

This paper contributes to a growing body of literature analyzing the social responsibilities of SMEs (Sarbutts, 2003, Journal of Communication Management 7(4), 340-347; Castka et al., 2004, Corporate Social Responsibility and Environmental Management 11, 140-149; Enderle, 2004, Business Ethics: A European Review 14(1), 51-63; Fuller and Tian, 2006, Journal of Business Ethics 67, 287-304; Jenkins, 2006, Journal of Business Ethics 67, 241-256; Lepoutre and Heene, 2006, Journal of Business Ethics 67, 257-273; Roberts, 2003, Journal of Business Ethics 44(2), 159-170; Williamson (...) et al., 2006, Journal of Business Ethics 67, 317-330) by designing a conceptual framework based on the Strategic Management Theory, which links social issues to the creation of sustained competitive advantages for SMEs. Firstly, the paper reviews literature on corporate social responsibility (CSR) and especially on the creation of social capital for SMEs. An exploration of Strategic Management Theory follows, focusing on the Positioning and Competence Based Schools, with the objective to find an answer to the question: how do social and environmental issues fit in the logic of creation of competitive advantage and what role do they play during strategic planning? The contributions of Hart (natural resourced based view) and Porter and Kramer (development of strategic intent in social responsible actions) are then related to the framework of possible growth paths of SMEs (Hong and Jeong, 2006, Journal of Enterprise Information Management 19(3), 292-302) in order to answer this question. Strategies that could trigger or lever these growth paths are then discussed. Following the recommendation Thompson and Smith (1991, Journal of Small Business Management 29(1), 30-44) gave to focus on the "study of CSR behaviors instead of perceptions," a medium-sized Austrian company in the food producing industry has been identified for an exploratory case study analysis to test the applicability of this theoretical framework for the description of the actual responsible business behavior (RBB) of an SME. This company is typical of one of the 250.000 SMEs which account for 99.6% of the Austrian economy. Based on the findings and the discussion, this paper presents a strategic planning tool for SMEs aiming to embed RBB into the corporate strategy. (shrink)

We investigate how a group of players might cooperate with each other within the setting of a non-cooperative game. We pursue two notions of partial cooperative equilibria that follow a modification of Nash’s best response rationality rather than a core-like approach. Partial cooperative Nash equilibrium treats non-cooperative players and the coalition of cooperators symmetrically, while the notion of partial cooperative leadership equilibrium assumes that the group of cooperators has a first-mover advantage. We prove existence theorems for both types of (...) equilibria. We look at three well-known applications under partial cooperation. In a game of voluntary provision of a public good we show that our two new equilibrium notions of partial cooperation coincide. In a modified Cournot oligopoly, we identify multiple equilibria of each type and show that a non-cooperator may have a higher payoff than a cooperator. In contrast, under partial cooperation in a symmetric Salop City game, a cooperator enjoys a higher return. (shrink)

Competitive advantage and sustainability emerge as important factors for the success of an organization’s overall differentiation. This research aims to identify the relationship between internet banking and bank investment decision, as well as gaging the mediating effects of sustainability and competitive advantage as attributes of investment decisions. To achieve that, a questionnaire was administrated to banks’ employees and customers. To carry out the hypothesis testing, we have employed structural equation modeling through SPSS and SmartPLS. The findings suggest that (...) internet banking, sustainability, and competitive advantage constructs are significant antecedents of banks because they highlight valuable attributes for banks to attain future benefits. This paper contributes to bank managers and scholars by providing a framework and supporting theories that help to identify relevant constructs and strategic resource characteristics. From the findings, we recommend conducting future studies in other countries or fields to generalize our results. (shrink)

In order to make strategic decisions and improve their firm’s performance, top management teams must have information on the competitive context in general, and the firm’s competitors in particular. During the decision-making process, top managers can have access to “privileged information”—i.e., information of a confidential and potentially strategic nature that could ultimately confer a decisional advantage over competing parties. However, obtaining and using privileged information in a business context is often illegal—and if not, is usually deemed unethical (...) or “against the rules.” Using a quasi-experimental design, this study explores the reasons why an individual might engage in such unethical behavior. We assess the extent to which managers use privileged information with respect to perceived team cohesion and peers’ ethicality. More specifically, our results show that the use of privileged information is predicted by the decision-maker’s perceptions of their team cohesion and their peers’ ethicality. Moreover, we find that team performance, as a group-level nonself-reported factor, moderates the relationship between cohesion and the use of privileged information. The relationship between cohesion, ethical behavior, and team performance is also discussed. We draw on these findings to make some practical suggestions on how to incorporate practices that could better prevent the unethical use of privileged information in strategic decision-making processes. (shrink)

We hypothesize that when honesty is not motivated by selfish goals, it reveals social preferences that have evolved for convincing strategically vigilant partners that one is a person worth cooperating with. In particular, we explain how the patterns of dishonest behavior observed in recent experiments can be motivated by preferences for social and self-esteem. These preferences have evolved because they are adaptive in an environment where it is advantageous to be selected as a partner by others and where these others (...) are strategically vigilant: they efficiently evaluate the expected benefit of cooperating with specific partners and attend to their intentions. We specify the adaptive value of strategic vigilance and preferences for social and self-esteem. We argue that evolved preferences for social and self-esteem are satisfied by applying mechanisms of strategic vigilance to one's own behavior. We further argue that such cognitive processes obviate the need for the evolution of preferences for fairness and social norm compliance. (shrink)

The authors identify the challenge of holding contemporary business leaders accountable for enhancing the intangible strategic asset of integrity capacity in organizations. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors focus on the cultivation of judgment integrity to handle behavioral, moral and hypothesized economic complexities as key dimensions of integrity capacity. (...) Finally, the authors recommend two leadership practices to build competence in business leaders to enhance integrity capacity as an organizational strategic asset. (shrink)

The cultivation of an organization’s moral resources has become a priority for many executives who understand that such resources are key to competitive advantage. Yet, traditional strategic management courses at both the undergraduate and MBA levels generally overlook these resources when discussing the resource-based view of the firm. We propose that moral resources be discussed in strategic management classrooms to provide additional insight for students about the critical nature of such resources. We also provide a simple tool (...) for faculty to use in the classroom to stimulate discussion and enhance student learning in this important area. (shrink)

In this article, we first provide evidence that Scandinavian contributions to stakeholder theory over the past 50 years play a much larger role in its development than is presently acknowledged. These contributions include the first publication and description of the term “stakeholder”, the first stakeholder map, and the development of three fundamental tenets of stakeholder theory: jointness of interests, cooperative strategic posture, and rejection of a narrowly economic view of the firm. We then explore the current practices of Scandinavian (...) companies through which we identify the evidence of relationships to these historical contributions. Thus, we propose that Scandinavia offers a particularly promising context from which to draw inspiration regarding effective company-stakeholder cooperation and where ample of examples of what is more recently referred to as “creating shared value” can be found. We conclude by endorsing the expression “Scandinavian cooperative advantage” in an effort to draw attention to the Scandinavian context and encourage the field of strategic management to shift its focus from achieving a competitive advantage toward achieving a cooperative advantage. (shrink)

Competitive advantage and core competency are the unique capabilities and assets of an organization to provide valuable products or services to customers, thus giving the organization a better competitive position in the market than its competitors. In addition, how to create a competitive advantage is also one of the main objectives of business strategy. Therefore, this study focuses on understanding the decisive factors in regional revitalization and the relationship between business strategy, strategic alliance, and alliance performance through (...) small and medium enterprises in Taiwan. This study selected a sample of 220 SMEs in Taiwan that had participated in the SME regional revitalization counseling program. The results showed that competitive advantage, core competency and strategic alliance partner selection had significant effects on alliance performance. In addition, core competency had an indirect effect on alliance performance through strategic alliance partner selection. However, competitive advantage did not have a significant effect on strategic alliance partner selection. Finally, this study proposes management implications and practical suggestions for SMEs’ competitive advantage, core competency, and alliance performance. (shrink)

In the context of a crisis of confidence in executive leadership in corporate America, this paper examines the role of integrity as a mediator within strategic leadership and its impact on credibility in reputational capital. A tension can occur within strategic leadership between the elements of strategic planning and leadership vision. This tension can destroy the credibility of reputational capital unless strategic leadership is managed effectively. Integrity can be used as the glue providing for credible leadership (...) vision amid a strategic perspective oriented to competitive pressures, thereby enabling strategic leadership to contribute to a sustainable competitive advantage. A strategic leadership audit is presented as a tool by which strategic leadership and reputational capital can be managed. (shrink)

This report analyses the relationship between RRI-like practices and competitive advantage. RRI frameworks have traditionally been less oriented towards their application in competitive environments; hence resulting in limitations to the applicability of some of its main tenets in industry and in the context of the development of a national competitive advantage. Aiming to close this gap and identify how a competitive advantage based on engagement in RRI-like practices across world regions may be developed, a systematic literature review, (...) a survey and case studies were carried out. Five main drivers of competitive advantage through RRI-like practices were identified: avoiding uncompetitive regulation, increasing social acceptance, incorporating stakeholder needs and tapping into new markets, increasing the efficiency of the innovation process, and reputational effects. On the other hand, four barriers were identified: obstacles during the research and innovation process, protecting intellectual property, lack of consumer awareness, and barriers derived from the institutional environment. The survey revealed that, while there are some differences in terms of attitudes and engagement in RRI-like practices across regions, both procedural and outcome dimensions were relevant. However, the application of particular practices in exercising such dimensions showed more variations across regions, reflecting adaption to local environments. In relation to competitive advantage, outcome dimensions and open and transparent innovation processes showed a clear relationship with performance, in particular with customer performance. The reason for this might lie in the increased visibility of such practices to the consumer. Two cases studies were carried out focusing on the management of socio-ethical concerns through RRI-like practices and their relationship with competitive advantage. The case on the bio-economy domain, identified different responses depending on local regulations and the focus placed on the development of competitive advantages at the micro and macro levels, and showcased the importance of domain specific considerations in RRI-like responses. The ICT case highlighted the importance of network approaches and second-order reflexivity, and the need to adapt RRI-like practices to local contexts to maximise their benefits for competitive advantage. Lastly, the analysis of the two cases concentrating on transversal issues made notable how strategic approaches to RRI and their proper integration in strategy showed an improved relation with competitive advantage. This study makes a significant contribution to existing research on RRI-like practices and competitive advantage and adds to the literature on business involvement in RRI that has been flourishing despite the tradition of overlooking RRI by actors in competitive environments. Moreover, it provides a set of practical recommendations for industry, policymakers, research performing organizations, research funding organizations, investors, civil society and NGOs and association bodies. These recommendations are oriented towards developing and sustaining a competitive advantage based on RRI-like practices by research and innovation actors, while supported by other stakeholders in the system. The advice is informed by the research study and proposes the need to tailor and adopt bottom-up approaches in the implementation of RRI-practices, integrating RRI-like logics and competitive advantage logics into organizational dynamic, and the need for collaboration among different actors, apart from recommendations particular to each stakeholder. (shrink)

This paper is informed by the need for all businesspeople to forge a well-knitted collaboration against unethical business practices and immoral tendencies witnessed in the corporate world today. The scandalous revelations, of fraud, deception and other sharp practices, of many corporations all over the globe indicate that the issue of unethical business practices is pandemic in nature and should neither be localized nor treated with kid-gloves.It is a well known fact that a nation’s prosperity is entwined with the way corporate (...) entities run their businesses. The very foundation of corporate activities should firmly rest on high ethical business practices. It is a sure way to halt the spread of this leprous disease which has eaten deep into the very fabrics of the corporate world.This paper is an attempt to show that strong ethical and moral values, as against unethical and immoral values, are the major sustainable force behind continued strategic success of business enterprise. In other words, the essence of this paper is to argue that consistent ethical business practice can serve as a key to competitive advantage in an age of fierce competition where products and services look increasingly alike, and gaining customers’ trust and loyalty more important than ever. (shrink)

For manufacturing enterprises to successfully enter the “Industry 4.0” era and establish advantages in the new wave of the Industrial Revolution, they must use Internet thinking to transform manufacturing enterprises and promote the in-depth integration of informatization and industrialization under the premise of managing and controlling risks, to achieve transformation and upgrading. Research on and management of the risks of manufacturing enterprises’ Internet strategic transformation directly affects the success or failure of enterprises’ transformation. This study constructed a risk evaluation (...) model for a manufacturing enterprise’s Internet strategic transformation based on the back propagation artificial neural network and conducted a case study on one enterprise. (shrink)

With the ongoing coronavirus disease 2019 pandemic, technological, socio-political, and institutional changes have led to a “new normal” competitive landscape, firms must make longer-term strategic changes to deal with short-term discontinuities and great uncertainties to acquire sustainable advantage. Based on regulatory focus theory and upper echelons theory, this study explores the relationship between CEO regulatory focus and corporate strategic change and examines the moderating effects of analysts’ optimism bias in earning forecasts. The study uses data from A-share-listed (...) companies in China during 2010–2018. We find that CEO promotion focus is positively associated with strategic change, while CEO prevention focus is negatively associated with strategic change. We also find analysts’ optimism bias in earning forecasts would moderate these relationships. (shrink)

When women won the vote in the United States in 1920 they were still routinely barred from serving as jurors, but some began vigorous campaigns for a place in the jury box. This book tells the story of how women mobilized in fifteen states to change jury laws so that women could gain this additional right of citizenship. Some campaigns quickly succeeded; others took substantially longer. The book reveals that when women strategically adapted their tactics to the broader political environment, (...) they were able to speed up the pace of jury reform, while less strategic movements took longer. A comparison of the more strategic women's jury movements with those that were less strategic shows that the former built coalitions with other women's groups, took advantage of political opportunities, had past experience in seeking legal reforms and confronted tensions and even conflict within their ranks in ways that bolstered their action. (shrink)

Although there are studies verifying that strategic entrepreneurship is positively related to the risk resistance and performance of enterprises, it is unclear how enterprises can implement effective strategic entrepreneurial activities in dynamic situations. This research aims to explore why and how the entrepreneur’s social identity influences and drives firm’s strategic entrepreneurial activities. In this study, it applied case study method to interview a technology-based family firms that have effectively conducted strategic entrepreneurial activities to meet challenges, and (...) uses grounded theory for data analysis. The research finds that the social identity of entrepreneurs actively promotes the strategic entrepreneurial activities of enterprises; sustainable leadership mediates the relationship between social identity and strategic entrepreneurship; at different stages of enterprise development, entrepreneurs dynamically adjust their social identity types to enhance sustainable leadership; through the focus and extension of technological advantages, sustainable leadership ensures that enterprises can promote the implementation of strategic entrepreneurial behavior by disintegrating and integrating the value chain. This study explores the strategic entrepreneurship path of family firms and also provides new insights for future research on the strategic entrepreneurship and sustainable growth of such firms. (shrink)

This article casts in high relief the paradigmatic rigidity in strategy research by highlighting the underlying philosophical assumptions (ontological, epistemological, methodological), their advantages, and their limitations. The article discusses four philosophical paradigms that underpin strategy research. While positivism and constructivism are the dominant paradigms, critical realism and pragmatism as relevant philosophical perspectives are also discussed. Using entrepreneurial opportunity as an exemplar, the article explains how philosophical assumptions inform the researchers’ worldview and guide research within a paradigm. The article contends that (...) paradigmatic dogmatism is undesirable in any discipline, more so in a relatively young discipline such as strategic management. Rather than adhering to and nestling inside a single metatheoretical paradigm, the article calls for a more reflexive philosophical approach in strategy research to gain fresh perspectives. (shrink)

In this paper, we analyze the impact of interaction between corporate social responsibility (CSR) and corporate social capital on corporate competitiveadvantage in a transitional context. Using survey data of Chinese companies, we examine the theoretical relationship empirically. Results show that CSR has no direct association with corporate financial performance or organizational reputation. However, corporate social capital can very much magnify the impact of CSR in a transitional context. Specifically, the social responsibility of a firm with higher social capital is more (...) positively related to organizational reputation than that of a firm with lower social capital, and this expands the theory of CSR. We present the strategic implication that the interaction between CSR and social capital improves corporate sustainable advantage. (shrink)

Elite level sport lends itself to a highly competitive environment that encourages players to seek a competitive advantage in order to win. Since competition is an inherent condition that is also considered desirable in this setting, it may at first glance seem as if cooperation does not have any room in elite level sports. Sustainable cooperation can be mutually advantageous for players, but it only has a chance of coming into fruition if it is also in line with individual (...) players' self-interests. In order for morality and self-interests to align with one another, investment in the conditions is required. Alicia Bockel analyzes ways that players can invest in the conditions of sustainable cooperation for a mutual advantage despite a highly competitive sports environment. Contents Cooperation for Mutual Advantage Conditions of Cooperation Investment in the Conditions Target Groups Researchers, students, and teachers of sports ethics, economics, and business ethics. Practitioners and governing bodies in sports, athletes, and sport fans. The Author Dr. Alicia Bockel is a PhD graduate of HHL Leipzig Graduate School of Management, holds an MBA in Strategic Management from Sacred Heart University, and a B.A. in Religion and Psychology from Saint Leo University. (shrink)