This study analyzes the effects of intangible resources on competitive advantage in the banking sector of Nigeria. The marketing related, technological and structural dimensions of intangibles are employed while differentiation and cost leadership strategy are used as components of competitive advantage. The population of the study consists of bank employees of ten deposit money banks in Benin City, Nigeria. A sample size of 300 is adopted for this study. The instrument is a modified 35 item structured questionnaire previously validated by other studies. The study uses confirmatory factor analysis and structural equation technique to evaluate the validity of the measurement and structural model. The hypothesized relations are tested using regression analysis. The results confirm that marketing related, technological and structural categories of intangible resources promoted competitive advantage. It is recommended that bank management should promote the development of their intangible resources.

This study aims to investigate employee motivational and environmental factors and their effects on employee retention and organizational performance. Employee retention is predicted by organizational environment, intrinsic motivation, organizational learning, knowledge management, entrepreneurial orientation, external connect and explained R2=76.3% of the variance in employee retention. Therefore, organizational performance is predicted by competitive advantage and employee retention and explained R2=19.9% of the variance in organ-izational performance. Effect size analysis indicates that intrinsic motivation had substantial effect on size when compared with other exogenous variables. The predictive relevance of the model was found substantial revealed Q2=40.5% relevance to predict employee retention. The moderating role of the competitive advantage was confirmed and directs that the positive relationship between employee retention and organizational performance will be stronger when competitive advantage is higher. Finally, results showed that intrinsic motivation had the highest importance level when compared with other constructs. Therefore, manager and policy makers should take into consideration intrinsic motivation and transformational leadership in order to boost employee retention and organizational performance.

The purpose of this study is to analyze the effect of supply chain management on competitive advantage, the effect of supply chain management on performance and the effect of competitive advantage on performance of small and medium enterprises (SMEs). The object of this research includes all SMEs in Tangerang, the population in this study also covers all 680 Small and Medium Enterprises in Tangerang, Indonesia. The research method uses quantitative methods and the technique used for data collection is by using an online questionnaire. Questionnaires are given to 210 owners or managers of Small and Medium Enterprises who were selected using the simple random sampling method. Data analysis used Structural Equation Modeling (SEM) with data processing tools using SmartPLS software. The results of data analysis show that supply chain management has a positive and significant effect on the performance of SMEs. Supply chain management has a positive and significant effect on competitive advantage. Finally, competitive advantage has a positive and significant effect on performance.

Recently, environmental protection is emerging as global warming is becoming an increasing issue of concern worldwide. In addition, the world society has shifted its preference from the conventional product to the environmental-friendly product. But, on the contrary, the manufacturing industry management is still in doubt whether the green practices benefit the company, given that it requires a lot of capital investment and culture change. This study examines the impact of top management commitment on competitive advantage with the mediating role of supplier integration, customer integration, and green innovation. The data collection used a questionnaire designed with a five-point Likert scale to measure the objective opinion of the respondents against the item statement by choosing the predetermined measurement scale starting with 1: strongly disagree up to 5: strongly agree. Questionnaires were created in Google Form link and distributed to 600 respondents via email, WhatsApp groups, and Facebook. This survey received 285 responses (response rate 47.50%) considered valid for further analysis. Furthermore, the data were analyzed using the partial least square (PLS) technique using SmartPLS software version 3.0. The result revealed that top management commitment directly influences supplier integration, green innovation, customer integration. Top management commitment did not directly affect competitive advantage. Instead, competitive advantages were affected by supplier integration, green innovation, and customer integration. Similarly, green innovation was supported by supplier integration and customer integration. In addition, top management commitment indirectly affects competitive advantage through supplier integration, green innovation, and customer integration. This result implies that top management commitment plays a vital role and has multiple effects in enhancing competitive advantage through establishing strategy and policies. This result provides a practical contribution on how the manufacturing companies could improve competitive advantage and at the same time concerns the environmental protection through green innovation. This study could also enrich and extend the acceptance of the recent research in the context of the manufacturing industry. Finally, this work has some limitations, particularly regarding the population and the variables involved. Further studies on the current topic are suggested to apply the variables such as digital and technology capability as these issues are currently in the growing stage. Future research is also suggested to cover a broader population such as the service and health industry.

This study aims to examine the contribution of the application of total quality control in improving quality performance and its consequences for the creation of competitive advantage. The research method used is a verification survey method to describe the empirical conditions of the production process activities at SMEs producing cocoa in Central Sulawesi Province. The analytical tool used is path analysis with a two-stage regression approach to examine the structural relationship between variables. The results show that total quality control consisting of employee empowerment, employee training and teamwork culture had a significant effect on improving the quality performance of cocoa SMEs. The consequences of improving quality performance are proven to mediate employee empowerment, employee training, and a culture of teamwork in creating a competitive advantage for cocoa SMEs in Central Sulawesi Province.

The purpose of this research is to better understand the impact of supply chain management (SCM) and flexibility on firm performance, as well as the role of competitive advantage in mediating the model in Indonesian agriculture companies. Companies must apply supply chain management and supply chain flexibility (SCF) to boost industrial competitiveness, which impacts firm performance. To ensure that supply chain management supports the company's strategy, companies must evaluate supply chain concerns. From the literature search, researchers have not found any published studies or articles on SCM and SCF in their influence on firm performance through competitive advantage, specifically for corn companies in Indonesia. The population in this study includes agriculture companies in Indonesia. Sampling was carried out using probability sampling technique, the total population of 200 obtained a sample size of 133.333 which can be rounded up to 134 research samples. The inferential statistical method used in the data analysis of this study was the Partial Least Square Version 3 program. The study found that SCM influenced firm performance and SCF had a direct influence on firm performance. However, competitive advantage variable failed in being a mediator in SCM and SCF on firm performance.

The purpose of this study is to build an empirical research model and prove the influence of market orientation on product innovation and competitive advantage. The study also proves the intervening role of product innovation and competitive advantage on increasing market performance. In addition, market uncertainty is also tested in moderation in strengthening the relationship between product innovation and competitive advantage in market performance. The study tests 178 samples of Batik SME players in Surakarta. A purposive sampling was used as this research’s sampling method. The result of this study proves empirically that market orientation positively, significantly influences product innovation and competitive advantage. The test of mediation role between product innovation and competitive advantage in market performance also shows positive and significant results. The result of the test on moderation role between Market uncertainty in the relationship between product innovation and competitive advantage on market performance also shows positive and significant influence on market performance.

The purpose of this research is to analyze the relationship between intellectual capital and financial performance of eleven Islamic banks in Indonesia over the period 2013-2016, using the value-added intellectual capital model, utilizing panel data with seemingly unrelated regression analysis. The results of this research indicate that structural capital efficiency had a significant influence on return on assets, and asset growth. Thus, for Islamic banks in Indonesia, all non-human assets, including the standard operating procedures, storage of all data, structural procedures, governance and policies for decision-making had significant effects on return on assets, and asset growth. Islamic banks in Indonesia can achieve competitive advantages in terms of return on assets, and asset growth, because they have positive value added reflected in intellectual capital value consisting of human capital efficiency, structural capital efficiency and capital employee efficiency.

The value chain and the target cost play significant role in achieving competitive advantage in many areas where both concepts are complement to each other. The two concepts also aim to reduce cost and maintain product quality. The current research aims to establish a framework of complementary association between value chain analysis and target costing system to achieve competitive advantage in manufacturing companies of Saudi Arabia. The study uses exploratory research to study the problem with the help of a structured questionnaire. The reported results show that target costing aids the manufacturing firms of Saudi Arabia in achieving the competitive advantage, and similar type of result holds with the value chain analysis. However, the target costing method is having an insignificant relationship with competitive advantage when combined with value chain analysis method, even after controlling for difficulties.

This paper analyzes the effects of market orientation and innovation on competitive advantage and business performance. The method of collecting data is a designed questionnaire. The sample size is 150 textile SMEs in Selangor, Malaysia. Path analysis by operating SPSS 20.0 is used in analyzing the research. The result shows that market orientation and innovation had positive and significant effects on competitive advantage, partially. Market orientation and innovation give contributions to the competitive advantage of 46.3% while the rest of 54.7% are influenced by other variables which are not described in this study. Competitive advantage partially has a positive and significant influence on business performance. Market orientation and innovation also have significant effects on business performance both directly and indirectly through competitive advantage. Market orientation, innovation, and competitive advantage give contributions to the business performance of 58.4% while the rest of 41.6% are influenced by others variables which are not described in this study.