Volume 12, Issue 23 (9-2022)
JRSM 2022, 12(23): 122-144 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Ramezanlo K, Benar N, Saeedi F. Creating a Competitive Advantage in Sports Businesses: The Role of Input Sources, Market Position and Creativity. JRSM 2022; 12 (23) :122-144
URL: http://jrsm.khu.ac.ir/article-1-3053-en.html
URL: http://jrsm.khu.ac.ir/article-1-3053-en.html
1- University of Guilan , phdkiomars@gmail.com
2- University of Guilan
2- University of Guilan
Abstract: (3911 Views)
The purpose of this study was to investigate the role of input sources, market position and creativity in creating a competitive advantage for sports businesses. This research was a descriptive-survey and in terms of practical purpose. The statistical population of this study consisted of managers of water sports recreational complexes in Tehran. To collect the data needed to test the hypotheses, a field method and a questionnaire were used. To obtain more confidence in the results, 80 questionnaires were distributed among managers in purposeful way in relation to the distribution of water sports complexes in five districts of Tehran province of which 75 questionnaires were analyzed. Findings showed that Input resources, market positioning and creativity power has a positive and significant effect on competitive advantage.
The results of this study are the purposefulness of the hybrid approach due to the ability to properly use input resources including human, organizational and financial resources, attention to customer capital and having competitive intelligence as creators and stabilizers in the market and also capital of innovation, information technology capability and knowledge management as the most important resources and elements in using creativity, they can bring a competitive advantage to businesses.
The results of this study are the purposefulness of the hybrid approach due to the ability to properly use input resources including human, organizational and financial resources, attention to customer capital and having competitive intelligence as creators and stabilizers in the market and also capital of innovation, information technology capability and knowledge management as the most important resources and elements in using creativity, they can bring a competitive advantage to businesses.
Type of Study: Research |
Subject:
sport management
Received: 2020/10/25 | Accepted: 2021/05/24 | ePublished ahead of print: 2021/05/24 | Published: 2022/09/1
Received: 2020/10/25 | Accepted: 2021/05/24 | ePublished ahead of print: 2021/05/24 | Published: 2022/09/1
References
1. Ajitabh A, Momaya K. Competitiveness of firms: review of theory, frameworks and models. Singapore management review. 2004;26(1):45-61.
2. Jafari P, Tajik M. Competition, Competitiveness and Development: A Look at the Importance of Competitive Policies on Competitiveness Developing Countries. Journal of the Center for Economic Research and Studies. 2016: 1-12. [in Persian].
3. Rumelt RP. What in the world is competitive advantage. Policy working paper. 2003;105(2003):1-5.
4. Pazouki F. The relationship between strategic orientation and organizational performance with respect to the mediating role of competitive advantage. Master Thesis, Tehran: Allameh Tabatabai University. 2016. [in Persian].
5. Barney J. Firm resources and sustained competitive advantage. Journal of management. 1991;17(1):99-120. [DOI:10.1177/014920639101700108]
6. Klein J, editor A critique of competitive advantage. Critical Management Studies Conference; 2001.
7. Mehregan MR, E A, Safari H. Identification of IRAN's National Petrochemical Company Approach in Competitiveness Through Structural Equation Model and Analytical Hierarchy Process. Business Strategies. 2011;9(47):225-40. [in Persian].
8. Barney J, Wright M, Ketchen Jr DJ. The resource-based view of the firm: Ten years after 1991. Journal of management. 2001;27(6):625-41. [DOI:10.1177/014920630102700601]
9. Bartlett CA, Ghoshal S. Managing across boarders. Harvard Business school press, Boston, MA. 1989.
10. Grant RM. Contemporary strategy analysis: Concepts. Technique, and Applications, Massachusetts: Balckwell. 1995.
11. Grant RM. The knowledge-based view of the firm: implications for management practice. Long range planning. 1997;30(3):450-4. [DOI:10.1016/S0024-6301(97)00025-3]
12. Peteraf MA. The cornerstones of competitive advantage: a resource‐based view. Strategic management journal. 1993;14(3):179-91. [DOI:10.1002/smj.4250140303]
13. Ramasamy H. Productivity in the age of competitiveness: focus on manufacturing in Singapore. Productivity in the Age of Competitiveness. 16: Asian Productivity Organizations Tokyo; 1995.
14. Smith S. World‐class competitiveness. Managing Service Quality: An International Journal. 1995. [DOI:10.1108/09604529510100387]
15. Jüttner U, Wehrli HP. Competitive advantage. Journal of Business & Industrial Marketing. 1994. [DOI:10.1108/08858629410073199]
16. Dess G, Eisner A, Lumpkin GT, McNamara G. Strategic management: Creating competitive advantages: McGraw-Hill Higher Education; 2011.
17. Hooley GJ, Greenley GE, Cadogan JW, Fahy J. The performance impact of marketing resources. Journal of business research. 2005;58(1):18-27. [DOI:10.1016/S0148-2963(03)00109-7]
18. Liu SS, Luo X, Shi Y-Z. Market-oriented organizations in an emerging economy: A study of missing links. Journal of Business Research. 2003;56(6):481-91. [DOI:10.1016/S0148-2963(01)00265-X]
19. Kerdpitak C, Jermsittiparsert K. The Impact of Human Resource Management Practices on Competitive Advantage: Mediating Role of Employee Engagement in Thailand. Systematic Reviews in Pharmacy. 2020;11(1):443-52.
20. Rachmi A, Poernamawati DE. The effect of competitive intelligence on competitive strategy and performance: study on cafes and restaurants in Malang, Indonesia. Diponegoro International Journal of Business. 2020;3(1):55-60. [DOI:10.14710/dijb.3.1.2020.55-60]
21. DAĞLI EKMEKÇİ YA. FACTORS INFLUENCING COMPETITIVE ADVANTAGE OF SPORTS CLUBS IN TURKEY. Trakya University Journal of Social Science. 2019;21.
22. Damghanian H, Keshavarz M. The Role of Entrepreneurial Orientation, Opportunistic Culture and Human Resources Outsourcing in Gaining Competitive Advantage in Cross Sports Company. Sport Management Studies. 2020;12(62):87-110 [in Persian].
23. dehghanpouri h, sarlab R, Chavoshi SR, Donyapour H. Investigating the Effect of Marketing Intelligence on the Competitiveness of Online Sports Stores with the Mediating Role of Innovative Performance. New Marketing Research Journal. 2020;10(3):57-80 [in Persian].
24. naghilo z, hematinezhad ma, naderi nasab m. Designing the Competitiveness Pattern in Iran's Sports Services Industry. Sport Management and Development. 2020;9(4):1-17 [in Persian].
25. Deheshti M, Azimzadeh SM, Mirza Zadeh ZS, Alimohammadi H. Designing the competitive advantage model to Iranian football clubs based on teams' reputation. 2019. [in persian].
26. Nemati M, Khodabakhshi M, Heidari A. The relationship between knowledge management and human resource management and its impact on the competitive advantage of organizations. the 6th National Conference on Management Research and Humanities in Iran, Tehran. 2019. [in Persian].
27. Costa MFd, Costa CE, Angelo CFd, Moraes WFAd. Perceived competitive advantage of soccer clubs: a study based on the resource-based view. RAUSP Management Journal. 2018;53(1):23-34. [DOI:10.1016/j.rauspm.2016.08.001]
28. Soltani M, Kargar GA, Keshkar S, Ghafouri F. Identifying and Ranking Factors Affecting Obtaining Competitive Advantage in Iran Professional Football Clubs with RBV Approach. New Trends in Sport Management. 2018;6(20):81-93. [in Persian].
29. Gunasekaran A, Subramanian N, Papadopoulos T. Information technology for competitive advantage within logistics and supply chains: A review. Transportation Research Part E: Logistics and Transportation Review. 2017;99:14-33. [DOI:10.1016/j.tre.2016.12.008]
30. Neirotti P, Raguseo E. On the contingent value of IT-based capabilities for the competitive advantage of SMEs: Mechanisms and empirical evidence. Information & Management. 2017;54(2):139-53. [DOI:10.1016/j.im.2016.05.004]
31. Gupta S, Malhotra NK, Czinkota M, Foroudi P. Marketing innovation: A consequence of competitiveness. Journal of Business Research. 2016;69(12):5671-81. [DOI:10.1016/j.jbusres.2016.02.042]
32. Rihani M. Designing a competitive advantage model for the sports products industry Doctoral dissertation: University of Guilan 2016. [Persian].
33. Shirafkan H. Determining the effective factors in creating a competitive advantage over the entrepreneurship of sports organizations. Second International Conference on Accounting, Economics and Financial Management. 2016. [in Persian].
34. Şener İ, Karapolatgil AA. Rules of the game: Strategy in football industry. Procedia-Social and Behavioral Sciences. 2015;207:10-9. [DOI:10.1016/j.sbspro.2015.10.143]
35. Nazari ghanbari M, Sabounchi R. Analysis of role of Education and human capital in economic competitiveness of sport in west provinces of IRAN. Scientific Journal Of Organizational Behavior Management in Sport Studies. 2014;1(2):93-7 [in Persian].
36. Taherpour H, Rahnemood F, Haji M. dentifying the factors affecting the successful implementation of the organization's resource planning system in government organizations. Development management process. 2010;24(75):5-22. [in Persian].
37. Smart DL, Wolfe RA. Examining sustainable competitive advantage in intercollegiate athletics: A resource-based view. Journal of Sport Management. 2000;14(2):133-53. [DOI:10.1123/jsm.14.2.133]
38. Barclay D, Higgins C, Thompson R. The partial least squares (PLS) approach to casual modeling: personal computer adoption ans use as an Illustration1995.
39. Cronbach LJ. Coefficient alpha and the internal structure of tests. psychometrika. 1951;16(3):297-334. [DOI:10.1007/BF02310555]
40. Nunnally JC. Psychometric Theory: 2d Ed: McGraw-Hill; 1978.
41. Hulland J. Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic management journal. 1999;20(2):195-204.
https://doi.org/10.1002/(SICI)1097-0266(199902)20:2<195::AID-SMJ13>3.0.CO;2-7 [DOI:10.1002/(SICI)1097-0266(199902)20:23.0.CO;2-7]
42. Fornell C, Larcker DF. Structural equation models with unobservable variables and measurement error: Algebra and statistics. Sage Publications Sage CA: Los Angeles, CA; 1981. [DOI:10.2307/3150980]
43. Tenenhaus M, Amato S, Esposito Vinzi V, editors. A global goodness-of-fit index for PLS structural equation modelling. Proceedings of the XLII SIS scientific meeting; 2004.
44. Wetzels M, Odekerken-Schröder G, Van Oppen C. Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly. 2009:177-95. [DOI:10.2307/20650284]
45. Safari H, Asgharizadeh E. Measuring Competitiveness of IRAN's National Petrochemical Company through Beysian Networks. Industrial Management Journal. 2008;1(1):51-70. [in Persian].
46. Skyrme DJ. Measuring the value of knowledge: Business Intelligence; 1998.
Send email to the article author
| Rights and permissions | |
 | This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
