TY - JOUR
T1 - Sustainable competitiveness based on resilience and innovation – an alternative approach
AU - Cavaco, Nuno Martins
AU - Machado, Virgílio
PY - 2015/4/3
Y1 - 2015/4/3
N2 - The pressure to reduce decision time cycles and to be able to react and anticipate competitors is a requisite for survival and the key to success. Therefore, companies should apply new models to increase their competitiveness using new trends and concepts. Based on this need, this paper aims to contribute to the improvement of companies' strategic planning process. With this purpose. it is necessary to review existing models of competitiveness to be able to create an alternative approach. The model proposed combines two new concepts–resilience and innovation–and integrates the principles of sustainability (triple bottom line) as a way to create competitive advantage. This approach also considers business evaluation models, such as the European Foundation for Quality Management (EFQM) Excellence model and the Shingo operational excellence model, and tools that reduce the strategic execution gap (for example the balanced scorecard). Establishing a relation between resilience, innovation and sustainable competitiveness, this approach is (1) differentiating, (2) able to add value (more focused and more efficient), (3) applicable to several business sectors and to different levels of technological sophistication and monitoring maturity, and (4) adaptable to distinctive cultural environments. Through differentiated criteria of evaluation, it allows the identification of the current competitive positioning of organizations, and the setting of parameters for implementing sustainable competitiveness.
AB - The pressure to reduce decision time cycles and to be able to react and anticipate competitors is a requisite for survival and the key to success. Therefore, companies should apply new models to increase their competitiveness using new trends and concepts. Based on this need, this paper aims to contribute to the improvement of companies' strategic planning process. With this purpose. it is necessary to review existing models of competitiveness to be able to create an alternative approach. The model proposed combines two new concepts–resilience and innovation–and integrates the principles of sustainability (triple bottom line) as a way to create competitive advantage. This approach also considers business evaluation models, such as the European Foundation for Quality Management (EFQM) Excellence model and the Shingo operational excellence model, and tools that reduce the strategic execution gap (for example the balanced scorecard). Establishing a relation between resilience, innovation and sustainable competitiveness, this approach is (1) differentiating, (2) able to add value (more focused and more efficient), (3) applicable to several business sectors and to different levels of technological sophistication and monitoring maturity, and (4) adaptable to distinctive cultural environments. Through differentiated criteria of evaluation, it allows the identification of the current competitive positioning of organizations, and the setting of parameters for implementing sustainable competitiveness.
KW - EFQM Model
KW - innovation
KW - resilience
KW - Shingo Model
KW - strategic monitoring
KW - sustainable competitiveness
UR - http://www.scopus.com/inward/record.url?scp=85041182960&partnerID=8YFLogxK
U2 - 10.1080/17509653.2014.975165
DO - 10.1080/17509653.2014.975165
M3 - Article
AN - SCOPUS:85041182960
VL - 10
SP - 155
EP - 164
JO - International Journal of Management Science and Engineering Management
JF - International Journal of Management Science and Engineering Management
SN - 1750-9653
IS - 2
ER -