From Strategic Orientation to Sustainable Competitive Advantage: Explaining the Role of Organizational Capabilities in Enhancing the Competitive Position of Knowledge-Based Companies
Authors
1
Assistant Professor, Department of Business Administration, Payam Noor University, Tehran, Iran
2
Master of Business Administration (MBA), Payame Noor University, International Branch, Alanya, Turkey
Abstract
Background & Purpose: In the turbulent and competitive environment of the knowledge-based economy, knowledge-based companies need to intelligently utilize their strategic orientations and develop organizational capabilities to achieve sustainable competitive advantage. However, the interaction of these two factors and their role in strengthening the competitive position of organizations remains a fundamental issue in the strategic management literature. This study aims to explain the mediating role of organizational capabilities in the relationship between strategic orientation and sustainable competitive advantage, and seeks to provide an analytical framework for enhancing the competitive position of knowledge-based companies in a complex and dynamic business environment.
Methodology: This study is of an applied type and was conducted using a descriptive-survey method. The statistical population of the study included all employees of Dorna Aerospace Knowledge-Based Company, from whom 125 people were selected as a statistical sample using a non-probability sampling method. The data collection tool was a questionnaire, and data analysis was performed at two levels of descriptive and inferential statistics using SPSS version 25 and SmartPLS version 3.3 software.
Findings: The analysis of the research data showed that strategic orientation has a positive and significant effect on sustainable competitive advantage, marketing capabilities, technology and social media, and also, the positive and significant effect of marketing capabilities, technology and social media on sustainable competitive advantage was confirmed. In addition, social media capabilities have a positive and significant effect on marketing and technology capabilities; Finally, it was found that marketing, technology and social media capabilities play a mediating role in the relationship between strategic orientation and sustainable competitive advantage of Dorna Aerospace Knowledge-Based Company.
Conclusion: The results of the research showed that strategic orientation can only lead to sustainable competitive advantage when it is supported by strengthening key capabilities such as marketing, technology and especially social media. Accordingly, it is suggested that managers and decision-makers of knowledge-based companies, instead of focusing solely on strategy formulation, should focus on the targeted development of organizational capabilities, especially in the areas of digital marketing, technology management, and effective exploitation of social media capabilities. As a link between strategy and competitive performance, these capabilities play a key role in creating sustainable value for the organization and can strengthen the company's competitive position in dynamic technology-driven environments.
Methodology: This study is of an applied type and was conducted using a descriptive-survey method. The statistical population of the study included all employees of Dorna Aerospace Knowledge-Based Company, from whom 125 people were selected as a statistical sample using a non-probability sampling method. The data collection tool was a questionnaire, and data analysis was performed at two levels of descriptive and inferential statistics using SPSS version 25 and SmartPLS version 3.3 software.
Findings: The analysis of the research data showed that strategic orientation has a positive and significant effect on sustainable competitive advantage, marketing capabilities, technology and social media, and also, the positive and significant effect of marketing capabilities, technology and social media on sustainable competitive advantage was confirmed. In addition, social media capabilities have a positive and significant effect on marketing and technology capabilities; Finally, it was found that marketing, technology and social media capabilities play a mediating role in the relationship between strategic orientation and sustainable competitive advantage of Dorna Aerospace Knowledge-Based Company.
Conclusion: The results of the research showed that strategic orientation can only lead to sustainable competitive advantage when it is supported by strengthening key capabilities such as marketing, technology and especially social media. Accordingly, it is suggested that managers and decision-makers of knowledge-based companies, instead of focusing solely on strategy formulation, should focus on the targeted development of organizational capabilities, especially in the areas of digital marketing, technology management, and effective exploitation of social media capabilities. As a link between strategy and competitive performance, these capabilities play a key role in creating sustainable value for the organization and can strengthen the company's competitive position in dynamic technology-driven environments.
Keywords
Subjects
رمضانپور نرگسی، قاسم؛ فلاححقیقی، نگین و شریفی، زینب. (1401). عوامل مؤثر بر موفقیت شرکتهای دانشبنیان (مورد مطالعه: مراکز رشد سازمان پژوهشهای علمی صنعتی ایران و پارک علم و فناوری استان گیلان). مدیریت نوآوری، 11(3)، 91-117.
روحانیراد، شایان و طیبی ابوالحسنی، سید امیر حسین. (1399). بررسی الزامات ورود موفق به بازار برای شرکتهای دانشبنیان نوپا (موردمطالعه شرکتهای حوزه فناوری اطلاعات و ارتباطات تهران)، مدیریت توسعه فناوری، 8(1)، 220-185.
غفوری، سید محمدحسین؛ الیاسی، مهدی؛ امیری، مقصود. و سیدنقوی، میرعلی. (1398). مطالعه تطبیقی سبکهای رهبری موثر بر موفقیت شرکتهای نوپای دانشبنیان ایرانی – موردکاوی چندگانه. مدیریت توسعه فناوری، 7(4)، 9-27.
نوروزی، حسین؛ نصرتپناه، رسول و اسماعیلپور، اسماعیل. (1401). تاثیر قابلیتهای پویا بر عملکرد شرکتها با میانجیگری نوآوری مدل کسبوکار و مزیت رقابتی پایدار. مدیریت نوآوری و راهبردهای عملیاتی، 3(3)، 278-296.
Ansari, A., & Lakhani, K. (2020). AI-powered competitive advantage in the digital age. Harvard Business Review, 98(4), 60–69.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Bocken, N. M. P., & Geradts, T. H. J. (2020). Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities. Long Range Planning, 53(4), 101950.
Chahal, H., Dangwal, R. C., & Raina, S. (2016). Marketing orientation, strategic orientation and their synergistic impact on business performance: Acase of SMEs in emerging context (India). Journal of Research in Marketing and Entrepreneurship, 18(1), 27–52.
Cheah, C. G., Ho, Y. P., & Lim, Y. H. (2016). Strategic orientation and performance of firms: A resource-based view. Asia Pacific Journal of Management, 33(2), 317–342.
Dantu, R., Kar, A. K., & Ilavarasan, P. V. (2022). Strategic orientation and performance in emerging markets: A systematic review. Journal of Business Research, 148, 275–289.
Iansiti, M., & Lakhani, K. R. (2020). AIand the future of competitive advantage. Harvard Business Review, 98(1), 61–70.
Kliestik, T., Nica, E., & Mihai, D. (2022). Personalized marketing and customer engagement through data analytics: AI in competitive retail. Sustainability, 14(8), 4562.
Majid, A., Javed, M., & Hussain, M. (2024). Achieving competitive advantage through
Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20–35.
Nikou, S., Mezei, J., & Bouwman, H. (2022). Digital platform capability and value creation: Role of AI in SME competitiveness. Information & Management, 59(5), 103648.
Orlandi, I. (2016). Organizational learning as a strategic resource in firms’ growth: An empirical test. Journal of Knowledge Management, 20(3), 443–456.
Papadas, K. K., Avlonitis, G. J., Carrigan, M., & Piha, L. (2019). The interplay of strategic orientations and environmental performance in SMEs. Journal of Business Research, 104, 604–618.
Tajeddini, K., & Ratten, V. (2020). The moderating effect of brand orientation on inter-firm market orientation and performance. Journal of Strategic Marketing, 28(3), 194–224.
Teece, D. J. (2014). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328–352.
Wang, Y., & Goh, K. Y. (2017). Social media capability and firm performance: The moderating role of social media strategic orientation. Information & Management, 54(3), 323–338.