CINXE.COM

<!DOCTYPE html> <html lang="en" dir="ltr"> <head>  <script async src="https://www.googletagmanager.com/gtag/js?id=G-P63WKM1TM1"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-P63WKM1TM1'); </script>  <script type="text/javascript" > (function(m,e,t,r,i,k,a){m[i]=m[i]||function(){(m[i].a=m[i].a||[]).push(arguments)}; m[i].l=1*new Date(); for (var j = 0; j < document.scripts.length; j++) {if (document.scripts[j].src === r) { return; }} k=e.createElement(t),a=e.getElementsByTagName(t)[0],k.async=1,k.src=r,a.parentNode.insertBefore(k,a)}) (window, document, "script", "https://mc.yandex.ru/metrika/tag.js", "ym"); ym(55165297, "init", { clickmap:false, trackLinks:true, accurateTrackBounce:true, webvisor:false }); </script> <noscript><div><img src="https://mc.yandex.ru/watch/55165297" style="position:absolute; left:-9999px;" alt="" /></div></noscript>    <title>Search results for: competitive advanage</title> <meta name="description" content="Search results for: competitive advanage"> <meta name="keywords" content="competitive advanage"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" type="button" data-toggle="collapse" data-target="#navbarMenu" aria-controls="navbarMenu" aria-expanded="false" aria-label="Toggle navigation"> <span class="navbar-toggler-icon"></span> </button> <div class="w-100"> <div class="d-none d-lg-flex flex-row-reverse"> <form method="get" action="https://waset.org/search" class="form-inline my-2 my-lg-0"> <input class="form-control mr-sm-2" type="search" placeholder="Search Conferences" value="competitive advanage" name="q" aria-label="Search"> <button class="btn btn-light my-2 my-sm-0" type="submit"><i class="fas fa-search"></i></button> </form> </div> <div class="collapse navbar-collapse mt-1" id="navbarMenu"> <ul class="navbar-nav ml-auto align-items-center" id="mainNavMenu"> <li class="nav-item"> <a class="nav-link" href="https://waset.org/conferences" title="Conferences in 2024/2025/2026">Conferences</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/disciplines" title="Disciplines">Disciplines</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/committees" rel="nofollow">Committees</a> </li> <li class="nav-item dropdown"> <a class="nav-link dropdown-toggle" href="#" id="navbarDropdownPublications" role="button" data-toggle="dropdown" aria-haspopup="true" aria-expanded="false"> Publications </a> <div class="dropdown-menu" aria-labelledby="navbarDropdownPublications"> <a class="dropdown-item" href="https://publications.waset.org/abstracts">Abstracts</a> <a class="dropdown-item" href="https://publications.waset.org">Periodicals</a> <a class="dropdown-item" href="https://publications.waset.org/archive">Archive</a> </div> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/page/support" title="Support">Support</a> </li> </ul> </div> </div> </nav> </div> </header> <main> <div class="container mt-4"> <div class="row"> <div class="col-md-9 mx-auto"> <form method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="competitive advanage"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1292</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: competitive advanage</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1292</span> Corporate Profitability through Effective Supply Chain Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tareq%20N.%20Issa">Tareq N. Issa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main pressuring challenges of global competition and high returns have forced businesses to shift their strategic competitive advantage from physical distribution management to integrated logistics management, finally moving into supply chain management. Conventionally, corporate profitability is a function of cost, capital employed, revenue and customer service. This article gives an insight into the effect of supply chain management on each of the above variables. It investigates the impact of the changing levels/ effects of these variables on corporate profitability and the means of measuring supply chain financial effectiveness. Information technology tools form the basis for supply chain optimal performance through alignment of supply chain systems in this ever increasing complexity in business decisions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20profitability" title="corporate profitability">corporate profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=sypply%20chain%20systems" title=" sypply chain systems"> sypply chain systems</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20decisions" title=" business decisions"> business decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advanage" title=" competitive advanage"> competitive advanage</a> </p> <a href="https://publications.waset.org/abstracts/47305/corporate-profitability-through-effective-supply-chain-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47305.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">336</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1291</span> The Trend of Competitive Balance in Turkish Football Super League</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tugbay%20Inan">Tugbay Inan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Competitive balance is known to have an important effect in determining the result of football matches. The degree of competitiveness is referred as competitive balance in football. Sports economics are the extent to which overall league attendances will be raised by measures, such as media effect, home advantage, revenue sharing, which aim to improve competitive balance. The purpose of present study was to measure the competitive balance in the football league of Turkey. In this study, by using long term competitive balance analysis, some facing problems and precautions were discussed through the seasons (1987-2014) in Turkish Football Super League (TSL). Within the practice of this study, The way that competitive balance level followed was determined in the history of super league (27 years). Based on this purpose, C5 Competitive Balance Index (C5CBI) and a Herfindahl index of competitive balance (HICB) were used. Finally, it is seen that in Super League, competitive balance factor took place time to time, however in total, a view apart from competitive balance is obviously seen. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20balance" title="competitive balance">competitive balance</a>, <a href="https://publications.waset.org/abstracts/search?q=turkish%20football" title=" turkish football"> turkish football</a>, <a href="https://publications.waset.org/abstracts/search?q=c5%20competitive%20balance%20index" title=" c5 competitive balance index"> c5 competitive balance index</a>, <a href="https://publications.waset.org/abstracts/search?q=Herfindahl-Hirschman%20Index" title=" Herfindahl-Hirschman Index"> Herfindahl-Hirschman Index</a> </p> <a href="https://publications.waset.org/abstracts/27980/the-trend-of-competitive-balance-in-turkish-football-super-league" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27980.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">559</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1290</span> The Effects of Quality of Web-Based Applications on Competitive Advantage: An Empirical Study in Commercial Banks in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisal%20Asad%20Aburub">Faisal Asad Aburub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many organizations are investing in web applications and technologies in order to be competitive, some of them could not achieve its goals. The quality of web-based applications could play an important role for organizations to be competitive. So the aim of this study is to investigate the impact of quality of web-based applications to achieve a competitive advantage. A new model has been developed. An empirical investigation was performed on a banking sector in Jordan to test the new model. The results show that impact of web-based applications on competitive advantage is significant. Finally, further work is planned to validate and evaluate the proposed model using several domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=web-based%20applications" title=" web-based applications"> web-based applications</a>, <a href="https://publications.waset.org/abstracts/search?q=empirical%20investigation" title=" empirical investigation"> empirical investigation</a>, <a href="https://publications.waset.org/abstracts/search?q=commercial%20banks%20in%20Jordan" title=" commercial banks in Jordan"> commercial banks in Jordan</a> </p> <a href="https://publications.waset.org/abstracts/30052/the-effects-of-quality-of-web-based-applications-on-competitive-advantage-an-empirical-study-in-commercial-banks-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30052.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">339</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1289</span> Competitive Advantage: Sustainable or Transient</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pallavi%20Thacker">Pallavi Thacker</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20P.%20Mathur"> H. P. Mathur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper tries to find out from the available literature the status of Competitive Advantage. It has been stated a number of times that firms must strive to attain sustainable competitive advantage; but is the concept of sustainability of advantage still valid in this new diversified and too-rapidly changing world? The paper reaches a conclusion that the answer is “no”. Gone is the time when once attained position could easily be retained forever or at-least for a substantial amount of time. We live in a time which is very much globalised. We are used to a high level of competition from all directions. Technological advances, developed human capital, flexibility and end number of factors make the sustenance of competitive advantage difficult. This paper analyses competitive advantage from the view points of Michael Porter (who talks about sustainability) and Rita Gunther McGrath (who says competitive advantage can no more be sustained). It uses many examples and evidences from papers, journals and news. A research in this area is very much required (especially in a developing country like India) so that industries, firms and people can find out the suitable strategies that match with the changing times. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable" title=" sustainable"> sustainable</a>, <a href="https://publications.waset.org/abstracts/search?q=transient" title=" transient"> transient</a>, <a href="https://publications.waset.org/abstracts/search?q=globalisation" title=" globalisation"> globalisation</a> </p> <a href="https://publications.waset.org/abstracts/37385/competitive-advantage-sustainable-or-transient" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37385.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">313</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1288</span> Competitive Advantage on the Road Again: Exploring Nuances through a Conceptual Review and Future Research Avenues</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedabdolali%20Mortazavi%20Kamalabadi">Seyedabdolali Mortazavi Kamalabadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Faegheh%20Taheran"> Faegheh Taheran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> By giving an overview of previous arguments and findings concerned with the concept of competitive advantage, first, we define the overall concept of competitive advantage and discuss nuances of understanding such an important and strategic idea. Finally, by considering the major concerns of marketing academia, including globalization, AI-based technologies, consumer well-being, and internal coopetition between a firm’s units, fruitful avenues to be explored by future studies are presented in the form of research propositions. In the end, relevant gaps mentioned by numerous studies that are worth investigating are demonstrated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=consumer%20well-being" title=" consumer well-being"> consumer well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=coopetition" title=" coopetition"> coopetition</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=temporary%20competitive%20advantage" title=" temporary competitive advantage"> temporary competitive advantage</a> </p> <a href="https://publications.waset.org/abstracts/165717/competitive-advantage-on-the-road-again-exploring-nuances-through-a-conceptual-review-and-future-research-avenues" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165717.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1287</span> The Role of Information and Communication Technology in Achieving Competitive Advantage</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malki%20Fatima%20Zahra%20Nadia">Malki Fatima Zahra Nadia</a>, <a href="https://publications.waset.org/abstracts/search?q=Kellal%20Chaimaa"> Kellal Chaimaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Brahimi%20Houria"> Brahimi Houria</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The world has undergone a big dramatic transformations as a result of the liberalization of the economy. Which lead to intensity of competition between economic institutions under the slogan “ Survival of the fittest”.in the line with these changes, it is imperative for Organizations to adopt the philosophy of applying ICT in the era of globalization in order to survive and sustain in the local and international markets.and even the Algerian economic institutions are concerned in what witnessed by the international institutions,especially after Algeria adopted the policy of trade openness.And from this point, it was the start of the study, that aims at identifying the role of ICT in achieving competitive advantage in the economic institutions according to an analytical study of Mobilis Telecom in Algeria city, and then the analysis of the results by SPSS edition 24.To sum up, i have come to the conclusion that ICT has effectively contributed to the achievement of competitive advantage, and that the value of organizations today lies in the extent to which they use ICT’s which make it gain speed, efficiency, and the quality of its operations especially in the competitive competition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ICT" title="ICT">ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=company" title=" company"> company</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategie" title=" competitive strategie"> competitive strategie</a> </p> <a href="https://publications.waset.org/abstracts/179602/the-role-of-information-and-communication-technology-in-achieving-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179602.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">63</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1286</span> Total Quality Management and Competitive Advantage in Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malki%20Fatima%20Zahra%20Nadia">Malki Fatima Zahra Nadia</a>, <a href="https://publications.waset.org/abstracts/search?q=Kellal%20Cheiimaa"> Kellal Cheiimaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Brahimi%20Houria"> Brahimi Houria</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Total Quality Management (TQM) is one of the most important modern management systems in marketing, that help organizations to survive and remain competitive in the dynamic market with frequent changes. It assists them in gaining a competitive advantage, growth, and excellence compared to their competitors. To understand the impact of TQM on competitive advantage in economic companies, a study was conducted in Ooredoo Telecommunications Company. A questionnaire was designed and distributed to OOredoo' 75 employees in each of the departments of leadership, quality assurance, quality control, research and development, production, customer service, Similarly, resulting in the retrieval of 72 questionnaires. To analyze the descriptive results of the study, the SPSS software version 25 was used. Additionally, Structural Equation Modeling (SEM) with the help of Smart Pls4 software was utilized to test the study's hypotheses. The study concluded that there is an impact between total quality management and competitive advantage in Ooredoo company to different degrees. On this basis, the study recommended the need to implement the total quality management system at the level of all organizations and in various fields. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%20system" title=" ISO system"> ISO system</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategies" title=" competitive strategies"> competitive strategies</a> </p> <a href="https://publications.waset.org/abstracts/178993/total-quality-management-and-competitive-advantage-in-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178993.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1285</span> The Effective Operations Competitive Advantages of Mobile Phone Service Providers across Countries: The Case of Middle East Region</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yazan%20Khalid%20Abed-Allah%20Migdadi">Yazan Khalid Abed-Allah Migdadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is identifying the effective operations competitive advantages of mobile phone service providers across countries. All Arab countries in the Middle East region were surveyed except Syria, and 27 out of 31 service providers were surveyed. Data collected from corporations’ annual reports, websites and other professional institutions published sources. Multiple linear regression analysis test was used to identify the relationship between operations competitive advantages and market share. The effective operations competitive advantages were; diversity of offers and service accessibility <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20telecommunication%20operations" title=" mobile telecommunication operations"> mobile telecommunication operations</a>, <a href="https://publications.waset.org/abstracts/search?q=Middle%20East" title=" Middle East"> Middle East</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20provider" title=" service provider"> service provider</a> </p> <a href="https://publications.waset.org/abstracts/71025/the-effective-operations-competitive-advantages-of-mobile-phone-service-providers-across-countries-the-case-of-middle-east-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71025.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">397</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1284</span> The Supply Chain Management and Supply Chain Responsiveness in the Competitiveness of the Agrofood Sector: An Econometric Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alma%20Lucero%20Ortiz">Alma Lucero Ortiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Mario%20G%C3%B3mez"> Mario Gómez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to conduct a theoretical and empirical study in order to analyze how the Supply Chain Management (SCM) and Supply Chain Responsiveness (SCR) affects the competitive advantage of the agrofood sector in 2017, in particular, the exporting companies of berries in Mexico. This work is presented in two parts, as a first part is developed a theoretical analysis of the main studies to measure the variables subject to the study. Subsequently an empirical study is carried out through field work and to process the data a logical econometric model is performed to be able to evaluate the effect of the SCM and SCR on the competitive advantage in the companies exporting berries. The results suggest that the SCM has a positive effect on the competitive advantage of the companies under study, so it is necessary to implement greater practices oriented towards a suitable SCM for the companies to achieve a competitive performance. In the case of SCR, it was found that this variable does not have effect on competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=econometric%20model" title=" econometric model"> econometric model</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20responsiveness" title=" supply chain responsiveness"> supply chain responsiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sustained%20competitive%20advantage" title=" sustained competitive advantage"> sustained competitive advantage</a> </p> <a href="https://publications.waset.org/abstracts/81552/the-supply-chain-management-and-supply-chain-responsiveness-in-the-competitiveness-of-the-agrofood-sector-an-econometric-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81552.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">238</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1283</span> Measurement of Innovation Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Chobotov%C3%A1">M. Chobotová</a>, <a href="https://publications.waset.org/abstracts/search?q=%C5%BD.%20Rylkov%C3%A1"> Ž. Rylková</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Time full of changes which is associated with globalization, tougher competition, changes in the structures of markets and economic downturn, that all force companies to think about their competitive advantages. These changes can bring the company a competitive advantage and that can help improve competitive position in the market. Policy of the European Union is focused on the fast growing innovative companies which quickly respond to market demands and consequently increase its competitiveness. To meet those objectives companies need the right conditions and support of their state. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=measurements%20metrics" title=" measurements metrics"> measurements metrics</a>, <a href="https://publications.waset.org/abstracts/search?q=indices" title=" indices"> indices</a> </p> <a href="https://publications.waset.org/abstracts/7814/measurement-of-innovation-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7814.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">375</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1282</span> A Resource Based View: Perspective on Acquired Human Resource towards Competitive Advantage </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monia%20Hassan%20Abdulrahman">Monia Hassan Abdulrahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resource-based view is built on many theories in addition to diverse perspectives, we extend this view placing emphasis on human resources addressing the tools required to sustain competitive advantage. Highlighting on several theories and judgments, assumptions were established to clearly reach if resource possession alone suffices for the sustainability of competitive advantage, or necessary accommodation are required for better performance. New practices were indicated in terms of resources used in firms, these practices were implemented on the human resources in particular, and results were developed in compliance to the mentioned assumptions. Such results drew attention to the significance of practices that provide enhancement of human resources that have a core responsibility of maintaining resource-based view for an organization to lead the way to gaining competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20value" title=" resource based value"> resource based value</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/1950/a-resource-based-view-perspective-on-acquired-human-resource-towards-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1950.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">391</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1281</span> Investigating the Correlation Between Customer Satisfaction Components and Reaching Competitive Advantage, Using SEM Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samaneh%20Pouyanfar">Samaneh Pouyanfar</a>, <a href="https://publications.waset.org/abstracts/search?q=Michael%20Oliff"> Michael Oliff</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, customer satisfaction and discovering the superior services, are counted as vital issues in most manufacturing and services companies. In these terms, gaining the competitive advantage by a business depends on products and services which are able to cause the customer satisfaction. Given the importance of this subject, this paper tries to investigate the correlation between components of customer satisfaction and gaining the competitive advantage by the business. For this purpose, after reviewing the research literature and doing deep interviews with authors and active people in the industry, based on the variables affecting the customer satisfaction and determinant components of business competitive advantage, research questionnaire was prepared. In sum, 96 executives of PARS-KHAZAR Company were asked in a survey. The results of P.L.S. Test for the research structure analysis showed that the measuring tools in terms of technical features, like convergent and divergent validity and compound reliability were very appropriate. Moreover the results showed that, the structure of products and factors related to foundation, has affected the competitive advantage performance positively and significantly; but the influence of structure of services and business environment on competitive advantage was not confirmed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title="customer satisfaction">customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=products" title=" products"> products</a>, <a href="https://publications.waset.org/abstracts/search?q=foundation" title=" foundation"> foundation</a>, <a href="https://publications.waset.org/abstracts/search?q=home%20appliances" title=" home appliances"> home appliances</a> </p> <a href="https://publications.waset.org/abstracts/42766/investigating-the-correlation-between-customer-satisfaction-components-and-reaching-competitive-advantage-using-sem-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42766.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">273</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1280</span> Competitive Advantage Effecting Firm Performance: Case Study of Small and Medium Enterprises in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Somdech%20Rungsrisawas">Somdech Rungsrisawas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this study are to examine the relationship between the competitive advantage of small and medium enterprises (SMEs) and their overall performance. A mixed method has been applied to identify the effect of determinants toward competitive advantage. The sample is composed of SMEs in product and service businesses. The study has been tested at an organizational level with samples of SME entrepreneurs, business successors, and board of directors or management team. Quantitative analysis has been conducted through multiple regression analysis with 400 samples. The findings illustrate that each aspect of competitive advantage needs a different set of driving factors to explain either the direct or the indirect effect on firm performance. Interestingly, technological capability is a perfect mediator and interorganizational cooperation toward competitive advantage. In addition, differentiation is difficult to be perceived by customers, as well as difficult to manage; however, it is considered important to develop an SMEs product or service for firm sustainably. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a>, <a href="https://publications.waset.org/abstracts/search?q=technological%20capability" title=" technological capability"> technological capability</a>, <a href="https://publications.waset.org/abstracts/search?q=Small%20and%20Medium%20Enterprise%20%28SMEs%29" title=" Small and Medium Enterprise (SMEs)"> Small and Medium Enterprise (SMEs)</a> </p> <a href="https://publications.waset.org/abstracts/55219/competitive-advantage-effecting-firm-performance-case-study-of-small-and-medium-enterprises-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55219.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1279</span> Comparison of Competitive State Anxiety among Elite and Non-Elite Futsal Players and Its Relationship with Situational Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Habibi">Hassan Habibi</a>, <a href="https://publications.waset.org/abstracts/search?q=Hossein%20Soltani"> Hossein Soltani</a>, <a href="https://publications.waset.org/abstracts/search?q=Amir%20Moghadam"> Amir Moghadam</a>, <a href="https://publications.waset.org/abstracts/search?q=Najmeh%20Bakhshi"> Najmeh Bakhshi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to compare competitive state anxiety among elite and non-elite futsal players and its relationship with situational factors. 130 non-elite and 70 elite male futsal players participated in the study. Competitive State Anxiety Inventory-2 and situational factors Inventory were applied. Data was analyzed using one-way ANOVA and product moment correlation. Results showed there was significant difference between competitive state anxiety subscales (cognitive anxiety somatic anxiety & self-confidence) and situational factors among elite and non-elite futsal players (P<0.05) but there was no significant correlations between situational factors subscales among elite and non-elite futsal players (P<0.05). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20state%20anxiety" title="competitive state anxiety">competitive state anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=situational%20factors" title=" situational factors"> situational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=elite%20players" title=" elite players"> elite players</a>, <a href="https://publications.waset.org/abstracts/search?q=non-elite%20players" title=" non-elite players"> non-elite players</a> </p> <a href="https://publications.waset.org/abstracts/32452/comparison-of-competitive-state-anxiety-among-elite-and-non-elite-futsal-players-and-its-relationship-with-situational-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32452.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">650</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1278</span> Competitive Strategy that Affect to the Competitive Advantage for Hotel and Resort in Samut Songkram Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Phatthanan%20Chaiyabut">Phatthanan Chaiyabut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper investigates whether the development of environmentally friendly practices by luxury hotel resorts can be used as a strategy for gaining competitive advantage through differentiation, and suggests ways to do it. The focus is on luxury hotel resorts in Samut Songkram Province, Thailand. A questionnaire was utilized as a tool to collect data. Statistics utilized in this research included frequency, percentage, mean, standard deviation, and multiple regression analysis. Findings indicate that environmentally friendly development of hotel resorts in Samut Songkram Province has a very limited use as a corporate strategy. Only two luxury hotel resorts had it incorporated in their strategy, it is not much used in marketing indicating environmental issues are not seen as important. This was confirmed through the interviews with the managers that it is not seen as important issue to promote. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=Samut%20Songkram%20Province" title=" Samut Songkram Province"> Samut Songkram Province</a>, <a href="https://publications.waset.org/abstracts/search?q=hotel%20and%20resort" title=" hotel and resort"> hotel and resort</a> </p> <a href="https://publications.waset.org/abstracts/17785/competitive-strategy-that-affect-to-the-competitive-advantage-for-hotel-and-resort-in-samut-songkram-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17785.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1277</span> Unraveling the Complexities of Competitive Aggressiveness: A Qualitative Exploration in the Oil and Gas Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salim%20Al%20Harthy">Salim Al Harthy</a>, <a href="https://publications.waset.org/abstracts/search?q=Alexandre%20A.%20Bachkirov"> Alexandre A. Bachkirov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study delves into the complexities of competitive aggressiveness in the oil and gas industry, focusing on the characteristics of the identified competitive actions. The current quantitative research on competitive aggressiveness lacks agreement on the connection between antecedents and outcomes, prompting a qualitative investigation. To address this gap, the research utilizes qualitative interviews with CEOs from Oman's oil and gas service industry to explore the dynamics of competitive aggressiveness. Using Noklenain's typology, the study categorizes and analyzes identified actions, shedding light on the spectrum of competitive behaviors within the industry. Notably, actions predominantly fall under the "Bring about" and "Preserve" elements, with a notable absence in the "Forebear" and "Destroy" categories, possibly linked to the study's focus on service-oriented businesses. The study also explores the detectability of actions, revealing that "Bring about" actions are detectable, while those in "Preserve" and "Suppress" are not. This challenges conventional definitions of competitive aggressiveness, suggesting that not all actions are readily detectable despite being considered competitive. The presence of non-detectable actions introduces complexity to measurement methods reliant on visible empirical data. Moreover, the study contends that companies can adopt an aggressive competitive approach without directly challenging rivals. This challenges traditional views and emphasizes the innovative and entrepreneurial aspects of actions not explicitly aimed at competitors. By not revealing strategic intentions, such actions put rivals at a disadvantage, underscoring the need for a nuanced understanding of competitive aggressiveness. In summary, the lack of consensus in existing literature regarding the relationship between antecedents and outcomes in competitive aggressiveness is addressed. The study reveals a spectrum of detectable and undetectable actions, posing challenges in measurement and emphasizing the need for alternative methods to assess undetectable actions in competitive behavior. This research contributes to a more nuanced understanding of competitive aggressiveness, acknowledging the diverse actions shaping a company's strategic positioning in dynamic business environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20aggressiveness" title="competitive aggressiveness">competitive aggressiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative%20exploration" title=" qualitative exploration"> qualitative exploration</a>, <a href="https://publications.waset.org/abstracts/search?q=noklenain%27s%20typology" title=" noklenain's typology"> noklenain's typology</a>, <a href="https://publications.waset.org/abstracts/search?q=oil%20and%20gas%20industry" title=" oil and gas industry"> oil and gas industry</a> </p> <a href="https://publications.waset.org/abstracts/184714/unraveling-the-complexities-of-competitive-aggressiveness-a-qualitative-exploration-in-the-oil-and-gas-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184714.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">64</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1276</span> Supply Chain Competitiveness with the Perspective of Service Performance Between Supply Chain Actors and Functions: A Theoretical Model </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Umer%20Mukhtar">Umer Mukhtar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply Chain Competitiveness is the capability of a supply chain to deliver value to the customer for the sake of competitive advantage. Service Performance and Quality intervene between supply chain actors including functions inside the firm in a significant way for the supply chain to achieve a competitive position in the market to gain competitive advantage. Supply Chain competitiveness is the current issue of interest because of supply chains’ competition for competitive advantage rather than firms’. A proposed theoretical model is developed by extracting and integrating different theories to pursue further inquiry based on case studies and survey design. It is also intended to develop a scale of service performance for functions of the focal firm that is a revolving center for a whole supply chain. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20competitiveness" title="supply chain competitiveness">supply chain competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20performance%20in%20supply%20chain" title=" service performance in supply chain"> service performance in supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality%20in%20supply%20chain" title=" service quality in supply chain"> service quality in supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage%20by%20supply%20chain" title=" competitive advantage by supply chain"> competitive advantage by supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=networks%20and%20supply%20chain" title=" networks and supply chain"> networks and supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20value" title=" customer value"> customer value</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20supply%20chain" title=" value supply chain"> value supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20chain" title=" value chain"> value chain</a> </p> <a href="https://publications.waset.org/abstracts/16908/supply-chain-competitiveness-with-the-perspective-of-service-performance-between-supply-chain-actors-and-functions-a-theoretical-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">610</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1275</span> Best Responses for the Dynamic Model of Hotel Room Rate</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xuan%20Tran">Xuan Tran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to present a comprehensive dynamic model for pricing strategies in the hotel competition to find a win-win situation for the competitive set. By utilizing the Cobb-Douglas utility model, the study establishes room rates by analyzing the price elasticity of demand across a competitive set of four hotels, with a focus on occupancy rates. To further enhance the analysis, game theory is applied to identify the best response for each competitive party, which illustrates the optimal pricing strategy for each hotel in the competitive landscape. This approach offers valuable insights into how hotels can strategically adjust their room rates in response to market conditions and competitor actions. The primary contributions of this research include as follows: (1) advantages for both individual hotels and the broader competitive hotel market, (2) benefits for hotel management overseeing multiple brands, and (3) positive impacts on the local community. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20model" title="dynamic model">dynamic model</a>, <a href="https://publications.waset.org/abstracts/search?q=game%20theory" title=" game theory"> game theory</a>, <a href="https://publications.waset.org/abstracts/search?q=best%20response" title=" best response"> best response</a>, <a href="https://publications.waset.org/abstracts/search?q=Cobb-Douglas" title=" Cobb-Douglas"> Cobb-Douglas</a> </p> <a href="https://publications.waset.org/abstracts/190235/best-responses-for-the-dynamic-model-of-hotel-room-rate" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/190235.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1274</span> A Comparative Study of Sports Competitive Anxiety Level among Male and Female Collegiate Level Athletes of Ponda City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hari%20Om%20Kashyap">Hari Om Kashyap</a>, <a href="https://publications.waset.org/abstracts/search?q=Rohit%20Gurudas%20Maulingkar"> Rohit Gurudas Maulingkar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the study was to compare sports competition anxiety levels between male and female college athletes of Ponda City. A total number of 50 athletes were selected as a subject for this research, where 25 male athletes and 25 female athletes of age between 18 to 22 years were selected. The purposive method was used for the selection of samples from Ponda city. Sports Competitive Anxiety Test (SCAT) by R. Martin, 1990, was used for data collection. For comparing Sports Competitive Anxiety between male and female college athletes independent “t” test was applied at a 0.05 level of significance. The result of the study indicates that the p-value is .013178, and the result is significant at p<.05, which means there was a significant difference found in sports competitive anxiety between male athletes and female athletes who are taking part in various intercollegiate sports competitions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20anxiety" title="competitive anxiety">competitive anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=athlete" title=" athlete"> athlete</a>, <a href="https://publications.waset.org/abstracts/search?q=male" title=" male"> male</a>, <a href="https://publications.waset.org/abstracts/search?q=female" title=" female"> female</a> </p> <a href="https://publications.waset.org/abstracts/159644/a-comparative-study-of-sports-competitive-anxiety-level-among-male-and-female-collegiate-level-athletes-of-ponda-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159644.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">105</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1273</span> Autonomous Quantum Competitive Learning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20A.%20Zidan">Mohammed A. Zidan</a>, <a href="https://publications.waset.org/abstracts/search?q=Alaa%20Sagheer"> Alaa Sagheer</a>, <a href="https://publications.waset.org/abstracts/search?q=Nasser%20Metwally"> Nasser Metwally</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Real-time learning is an important goal that most of artificial intelligence researches try to achieve it. There are a lot of problems and applications which require low cost learning such as learn a robot to be able to classify and recognize patterns in real time and real-time recall. In this contribution, we suggest a model of quantum competitive learning based on a series of quantum gates and additional operator. The proposed model enables to recognize any incomplete patterns, where we can increase the probability of recognizing the pattern at the expense of the undesired ones. Moreover, these undesired ones could be utilized as new patterns for the system. The proposed model is much better compared with classical approaches and more powerful than the current quantum competitive learning approaches. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20learning" title="competitive learning">competitive learning</a>, <a href="https://publications.waset.org/abstracts/search?q=quantum%20gates" title=" quantum gates"> quantum gates</a>, <a href="https://publications.waset.org/abstracts/search?q=quantum%20gates" title=" quantum gates"> quantum gates</a>, <a href="https://publications.waset.org/abstracts/search?q=winner-take-all" title=" winner-take-all"> winner-take-all</a> </p> <a href="https://publications.waset.org/abstracts/25398/autonomous-quantum-competitive-learning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25398.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">472</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1272</span> Analysing Industry Clustering to Develop Competitive Advantage for Wualai Silver Handicraft</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khanita%20Tumphasuwan">Khanita Tumphasuwan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Wualai community of Northern Thailand represents important intellectual and social capital and their silver handicraft products are desirable tourist souvenirs within Chiang Mai Province. This community has been in danger of losing this social and intellectual capital due to the application of an improper tool, the Scottish Enterprise model of clustering. This research aims to analyze and increase its competitive advantages for preventing the loss of social and intellectual capital. To improve the Wualai’s competitive advantage, analysis is undertaken using a Porterian cluster approach, including the diamond model, five forces model and cluster mapping. Research results suggest that utilizing the community’s Buddhist beliefs can foster collaboration between community members and is the only way to improve cluster effectiveness, increase competitive advantage, and in turn conserve the Wualai community. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=industry%20clustering" title="industry clustering">industry clustering</a>, <a href="https://publications.waset.org/abstracts/search?q=silver%20handicraft" title=" silver handicraft"> silver handicraft</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title=" intellectual capital"> intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20capital" title=" social capital"> social capital</a> </p> <a href="https://publications.waset.org/abstracts/24548/analysing-industry-clustering-to-develop-competitive-advantage-for-wualai-silver-handicraft" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24548.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">566</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1271</span> Corporate Philanthropy as a Source of Competitive Advantage</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mateusz%20Rak">Mateusz Rak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objective: The paper aims to present various sources of competitive advantage which may occur when an enterprise strategically applies its concept of corporate philanthropy. Methodology: The review of the literature and available reports on the research regarding corporate philanthropy. Results: Strategic philanthropy is a positive phenomenon. Unfortunately, enterprises in Poland do not see all positive sides of such activities yet. Three kinds of corporate philanthropy may be described. They are to fulfil a social duty, improve the company reputation and gain a competitive edge. Practical implications: Showing enterprises the advantages of taking philanthropic actions, in particular, a large role of strategic philanthropy in gaining a competitive edge in the market as well as how to avoid negative consequences of corporate philanthropy. The paper presents corporate philanthropy on a few layers: as a CSR element, actions generating values in products, actions improving a corporate image in the market, altruist actions of employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20philanthropy" title="corporate philanthropy">corporate philanthropy</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20foundations" title=" corporate foundations"> corporate foundations</a>, <a href="https://publications.waset.org/abstracts/search?q=CSR" title=" CSR"> CSR</a> </p> <a href="https://publications.waset.org/abstracts/46816/corporate-philanthropy-as-a-source-of-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46816.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1270</span> Enhancing a Competitive Advantage for Thailand’s IT Entrepreneurs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20Niracharapa">T. Niracharapa</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20Angkana"> W. Angkana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since information and communication technology (ICT) plays a critical role in enhancing national competitiveness, it is a driving force for social and economic growth and prosperity. The ASEAN Economic Community (AEC) will integrate this into ASEAN countries as a new mechanism and a measure that will improve economic performance as a global economy. Government policies may support or impede such harmonization. This study was to investigate, analyze the status of Thai IT entrepreneurs and define key strategies to enhance their competitive advantage. Data were collected based on in-depth interviews, questionnaires, focus groups, seminars and fieldwork on information technology excluding communication. SWOT was used as a tool to analyze the study. The results of this study can be used to enable the government to guide policy, measures and strategies for creating a competitive advantage for Thailand’s IT entrepreneurs in the global market. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AEC" title="AEC">AEC</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN" title=" ASEAN"> ASEAN</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20entrepreneurs" title=" IT entrepreneurs"> IT entrepreneurs</a> </p> <a href="https://publications.waset.org/abstracts/7410/enhancing-a-competitive-advantage-for-thailands-it-entrepreneurs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7410.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1269</span> Corporate Social Responsibility the New Route to Competitive Advantage: An Applied Study on Telecommunication Sector in Egypt</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rania%20Sherif%20Abd%20El-Azim">Rania Sherif Abd El-Azim </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The role of corporate social responsibility (CSR) in business has evolved and led to an era where industry leaders can no longer overlook the importance of being participative corporate citizens. This is not only because of the media’s skeptical attitude toward whether or not companies’ CSR efforts are sincere but also due to key stakeholders’ ability to hold companies to a higher standard than ever before as companies can gain competitive advantage through CSR. These programs result in addressing global challenges, such as climate, and poverty, or simply improving employee retention, so it has become increasingly clear that CSR is not just the new trend for companies but a necessary tool that organizations must integrate into their overall business strategies to build a stronger reputation as well as to also increase credibility among their key audience and enhance customers’ willingness to repurchase, pay premium price and enhancing positive word of mouth. According to the literature review, the link between CSR and competitive advantage at the firm level has long been an important topic for both CSR researchers and practitioners. Thus CSR can play an important role in enhancing the firm's competitive advantage, which seems an attractive area to investigate specially in Egypt. So, this paper will investigate the role of corporate social responsibility in enhancing the firm competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20reputation" title=" corporate reputation"> corporate reputation</a>, <a href="https://publications.waset.org/abstracts/search?q=customers%27%20willingness%20to%20repurchase" title=" customers' willingness to repurchase"> customers' willingness to repurchase</a>, <a href="https://publications.waset.org/abstracts/search?q=willingness%20to%20pay%20premium%20price" title=" willingness to pay premium price"> willingness to pay premium price</a>, <a href="https://publications.waset.org/abstracts/search?q=positive%20word%20of%20mouth" title=" positive word of mouth "> positive word of mouth </a> </p> <a href="https://publications.waset.org/abstracts/26456/corporate-social-responsibility-the-new-route-to-competitive-advantage-an-applied-study-on-telecommunication-sector-in-egypt" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26456.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1268</span> Regional Advantages Analysis: An Interactive Approach of Comparative and Competitive Advantages</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolrasoul%20Ghasemi">Abdolrasoul Ghasemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Arabmazar%20Yazdi"> Ali Arabmazar Yazdi</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasaman%20Boroumand"> Yasaman Boroumand</a>, <a href="https://publications.waset.org/abstracts/search?q=Aliasghar%20Banouei"> Aliasghar Banouei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In regional studies, choosing an appropriate approach to analyze regional success or failure has always been a challenge. Hence, this study introduces an innovative approach to establish a link between regional success and failure in the past as well as the potential success of a region in the future. The former can be sought in the historical evaluation of comparative advantages, while the latter is portrayed as competitive advantage analysis with a forward-looking approach. Based on the interaction of comparative and competitive advantages, activities are classified into four groups, including activities with no advantage, hidden advantage, fragile advantage and synergistic advantage. In analyzing the comparative advantage of activities, the location quotient method is applied, and in analyzing their competitive advantage, Porter`s diamond model using the survey method is applied. According to the results, the share of no advantage, fragile advantage, hidden advantage and synergic advantage activities are respectively 10%, 42%, 16%, and 32%. Also, to achieve economic development in regional activities, our model provides various levels of priority. First, the activities with synergistic advantage should be prioritized, then the ones with hidden advantage, and finally the activities with fragile advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=regional%20advantage" title="regional advantage">regional advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20advantage" title=" comparative advantage"> comparative advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=Porter%27s%20diamond%20model" title=" Porter's diamond model"> Porter's diamond model</a> </p> <a href="https://publications.waset.org/abstracts/142629/regional-advantages-analysis-an-interactive-approach-of-comparative-and-competitive-advantages" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142629.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">353</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1267</span> Influences of Market Orientation and Supply Chain Management on Competitive Capability in Case of Automotive Parts Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nattapong%20Techarattanased">Nattapong Techarattanased</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this research were to study the influence of market orientation and supply chain management on competitive capability in case of the automotive parts industry in Thailand. This study employed by survey research and questionnaire was used to collect the data from 400 entrepreneurs in the automotive parts industry in Thailand. The descriptive statistics and multiple regression analysis were used to analyze data. The results revealed that the overall dimensions of marketing orientation, namely, responsiveness, intelligence generation, and intelligence dissemination were rated at the high level. As well, the overall dimensions of supply chain management, namely, collaboration, communication, trust, and commitment were also rated at the high level. Furthermore, the hypothesis testing results showed that supply chain management and market orientation affected competitive capability of the automotive parts industry in Thailand which these two variables could be combined to predict competitive capability of the automotive parts industry in Thailand by 31.5 percent. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=automotive%20parts%20industry" title="automotive parts industry">automotive parts industry</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20capability" title=" competitive capability"> competitive capability</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20orientation" title=" market orientation"> market orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/44008/influences-of-market-orientation-and-supply-chain-management-on-competitive-capability-in-case-of-automotive-parts-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44008.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">314</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1266</span> Exploring the Contribution of Dynamic Capabilities to a Firm's Value Creation: The Role of Competitive Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mona%20Rashidirad">Mona Rashidirad</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamid%20Salimian"> Hamid Salimian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Dynamic capabilities, as the most considerable capabilities of firms in the current fast-moving economy may not be sufficient for performance improvement, but their contribution to performance is undeniable. While much of the extant literature investigates the impact of dynamic capabilities on organisational performance, little attention has been devoted to understand whether and how dynamic capabilities create value. Dynamic capabilities as the mirror of competitive strategies should enable firms to search and seize new ideas, integrate and coordinate the firm’s resources and capabilities in order to create value. A careful investigation to the existing knowledge base remains us puzzled regarding the relationship among competitive strategies, dynamic capabilities and value creation. This study thus attempts to fill in this gap by empirically investigating the impact of dynamic capabilities on value creation and the mediating impact of competitive strategy on this relationship. We aim to contribute to dynamic capability view (DCV), in both theoretical and empirical senses, by exploring the impact of dynamic capabilities on firms’ value creation and whether competitive strategy can play any role in strengthening/weakening this relationship. Using a sample of 491 firms in the UK telecommunications market, the results demonstrate that dynamic sensing, learning, integrating and coordinating capabilities play a significant role in firm’s value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation. Adopting DCV, this study investigates whether the value generating from dynamic capabilities depends on firms’ competitive strategy. This study argues a firm’s competitive strategy can mediate its ability to derive value from its dynamic capabilities and it explains the extent a firm’s competitive strategy may influence its value generation. The results of the dynamic capabilities-value relationships support our expectations and justify the non-financial value added of the four dynamic capability processes in a highly turbulent market, such as UK telecommunications. Our analytical findings of the relationship among dynamic capabilities, competitive strategy and value creation provide further evidence of the undeniable role of competitive strategy in deriving value from dynamic capabilities. The results reinforce the argument for the need to consider the mediating impact of organisational contextual factors, such as firm’s competitive strategy to examine how they interact with dynamic capabilities to deliver value. The findings of this study provide significant contributions to theory. Unlike some previous studies which conceptualise dynamic capabilities as a unidimensional construct, this study demonstrates the benefits of understanding the details of the link among the four types of dynamic capabilities, competitive strategy and value creation. In terms of contributions to managerial practices, this research draws attention to the importance of competitive strategy in conjunction with development and deployment of dynamic capabilities to create value. Managers are now equipped with solid empirical evidence which explains why DCV has become essential to firms in today’s business world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20theory" title=" resource based theory"> resource based theory</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation" title=" value creation"> value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/63167/exploring-the-contribution-of-dynamic-capabilities-to-a-firms-value-creation-the-role-of-competitive-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63167.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">241</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1265</span> The Impact of Innovations in Human Resource Practices, Innovation Capabilities and Competitive Advantage on Company Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bita%20Kharazi">Bita Kharazi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research was to investigate the impact of innovations in human resource practices, innovation capabilities, and competitive advantage on company performance. This research was applied in terms of purpose and in terms of method, it was descriptive research of correlation type. The statistical population of this research was all the employees of Zar Industrial and Research Group. The sampling method was available in this research, and Cochran's formula was used to determine the statistical sample size. A standard questionnaire was used to collect information in this research, and SPSS software and simultaneous regression statistical tests were used to analyze the data. Based on the findings of the present research, it was found that the components of creativity in human resource practices, innovation capability, and competitive advantage have a significant impact on the company's performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/192233/the-impact-of-innovations-in-human-resource-practices-innovation-capabilities-and-competitive-advantage-on-company-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192233.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">16</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1264</span> Exploration of Competitive Athletes’ Superstition in Taiwan: “Miracle” and “Coincidence”</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shieh%20Shiow-Fang">Shieh Shiow-Fang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Superstitious thoughts or actions often occur during athletic competitions. Often "superstitious rituals" have a positive impact on the performance of competitive athletes. Athletes affirm the many psychological benefits of religious beliefs mostly in a positive way. Method: By snowball sampling, we recruited 10 experienced competitive athletes as participants. We used in-person and online one-to-one in-depth interviews to collect their experiences about sports superstition. The total interview time was 795 minutes. We analyzed the raw data with the grounded theory processes suggested by Strauss and Corbin (1990). Results: The factors affecting athlete performance are ritual beliefs, taboo awareness, learning norms, and spontaneous attribution behaviors. Conclusion: We concluded that sports superstition reflects several psychological implications. The analysis results of this paper can provide another research perspective for the future study of sports superstition behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=superstition" title="superstition">superstition</a>, <a href="https://publications.waset.org/abstracts/search?q=taboo%20awarences" title=" taboo awarences"> taboo awarences</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20athlete" title=" competitive athlete"> competitive athlete</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20norms" title=" learning norms"> learning norms</a> </p> <a href="https://publications.waset.org/abstracts/164550/exploration-of-competitive-athletes-superstition-in-taiwan-miracle-and-coincidence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164550.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">76</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1263</span> Block Based Imperial Competitive Algorithm with Greedy Search for Traveling Salesman Problem</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Meng-Hui%20Chen">Meng-Hui Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Chiao-Wei%20Yu"> Chiao-Wei Yu</a>, <a href="https://publications.waset.org/abstracts/search?q=Pei-Chann%20Chang"> Pei-Chann Chang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Imperial competitive algorithm (ICA) simulates a multi-agent algorithm. Each agent is like a kingdom has its country, and the strongest country in each agent is called imperialist, others are colony. Countries are competitive with imperialist which in the same kingdom by evolving. So this country will move in the search space to find better solutions with higher fitness to be a new imperialist. The main idea in this paper is using the peculiarity of ICA to explore the search space to solve the kinds of combinational problems. Otherwise, we also study to use the greed search to increase the local search ability. To verify the proposed algorithm in this paper, the experimental results of traveling salesman problem (TSP) is according to the traveling salesman problem library (TSPLIB). The results show that the proposed algorithm has higher performance than the other known methods. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=traveling%20salesman%20problem" title="traveling salesman problem">traveling salesman problem</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20chromosomes" title=" artificial chromosomes"> artificial chromosomes</a>, <a href="https://publications.waset.org/abstracts/search?q=greedy%20search" title=" greedy search"> greedy search</a>, <a href="https://publications.waset.org/abstracts/search?q=imperial%20competitive%20algorithm" title=" imperial competitive algorithm"> imperial competitive algorithm</a> </p> <a href="https://publications.waset.org/abstracts/10392/block-based-imperial-competitive-algorithm-with-greedy-search-for-traveling-salesman-problem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10392.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">458</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=10">10</a></li> <li class="page-item disabled"><span class="page-link">...</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=43">43</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=44">44</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20advanage&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); });*/ jQuery.get({ url: "https://publications.waset.org/xhr/user-menu", cache: false }).then(function(response){ jQuery('#mainNavMenu').append(response); }); }); </script> </body> </html>