Main Article Content
Organizational learning refers to the sum total of individual and collective learning through training programs, experience, experimentation and work interactions within the organization. Thus, sustainable competitive advantage is the ability to offer superior customer value on an enduring or consistent basis, a situation in which competitors are unable to easily imitate the firm's capacity for value creation. It is worrisome that most literary works have not clearly linked organizational learning with sustainable competitive advantages, as is the case with intellectual capacity (knowledge-based resources) using the resource-based view of the firm. A survey approach was the research design used with particular reference to the South East Zone of Nigeria. Findings revealed that organizational innovation leads to sustained competitive advantage. The Z-statistic value with the corresponding probability value confirms that the organization to a large extent draws its competitive strength jointly from the following factors: creation of new products, changes in way of production, changes in architecture of production, improved ways of sourcing supplies, opening new market opportunities, providing goods and services that others are not yet offering or are not able to copy, being able to offer products of comparable quality at a lower price, maintaining a configuration of resources and capabilities that cannot easily be imitated by competitors, being able to attract customers from competitors due to a positive corporate image and encouraging employees to improve their personal skills. The results total Z-scores in absolute term shows that the listed factors pose challenges to the organization in the process of achieving sustainable competitive advantage through innovation. For further justification, we proceed to their joint significant analysis adopting the one sample Z-test. The proxies employed in this study for the measurement of sustainability agreed with resource-based view strategies on sustainability of competitive advantage in an unstable business environment.
Autio E, Yli-Renko H, Sapienza JJ. Social capital, knowledge acquisition and competitive advantage in technology-based young firms. Strategic Management Journal, Special Issue and Entrepreneurial Strategies and Wealth Creation in the 21st Century; 2002.
Denisi AS, Hitt MA, Jackson SE. The knowledge based approach to sustainable competitive advantage. New York: Oxford University Press; 2003.
Henderson B. The anatomy of competition. Journal of Marketing. 1983;47(6).
Porter ME. Competitive advantage; Creating and Sustaining Superior Performance, New York: The Free Press; 1985.
Coyne KP. Sustainable competitive advantage: What it is and what it isn’t. Business Horizons. 1986;54-61.
Prahalad CK, Hamel G. Competing for the future. Harvard Business Review. 1993;72(42).
Grant RM. Contemporary strategy analysis: Concepts, techniques and applications. Cambridge: Black-well Publishers; 1991.
Peteraf M. The cornerstones of competitive advantage: A resource-based view. Strategic •re Management Journal. 1993;14.
Coplin LH. Competitive advantages and the SMEs: The role of distinctive competences as determinants of success, PhD Thesis, University at Autononma De Barcelona; 2002.
Roozenburg, Eekels; 1995.
Goh SC. Improving organizational learning capability: Lessons form two case studies. The learning Organization. 2003;10(4).
Cook SD, Yanow D. Culture and organizational learning. Journal of Management Inquiry. 2006;2.
Stewart J. Managing change through training and development. London: Kogan; 2006.
Lopez SP, Peon JM, Ordas JV. Organizational learning as a determining factor in business performance. The Learning Organization. 2005;12(3).
Huber GP. The contributing processes and the literatures. Organization Science. 1991;2(1).
In Klein K, Kozlowski S (Eds.). Multilevel theory, Research and Methods in Organizations. San Francisco: Josse- Bass.
Dale W. Learning organizations in managing learning. London: Routledge; 1994.
Winter S. The satisfying principle in Capability Learning Strategic Management Journal. 2000;21(98).
Viedma JM. In search of an intellectual capital general theory. Electronic Journal on Knowledge Management. 2003;1(2).
Sveiby KE. The new organizational wealth: Managing and measuring knowledge based asset. San Francisco: Berret Koehier; 1997.
Armstrong M. A handbook of human resources management and practices. London: Kogan; 2001.
Alderson W. An examination of the sustainable competitive advantage concept: Past, future. Academic of Marketing Science Review. 2005;4.
Collis DJ, Montgomery B. Competing on resources strategy in 1990’s Harvard Business Review; 2005.
Aaker D. Managing assets and skills: The key to a sustainable competitive advantage. California Management Review. 2009;31(2):91-106.
Dodgson M. Technological learning, technology strategy and competitive pressures. British Journal of Management. 2003;2(3).
Day G. Continuous learning about markets, California Management Review, 36, Summer. 1994;9-31.
Wernerfelt B. A resource-based view of the firm. Strategic Management Journal. 1984;5(17).
Garvin O. Building a learning Organization, Harvard Business Review. 1993;71(4):78-91.
Buijs T. Framework for the Assessment of Technological Innovation Risk. Belgium, Euroma. 2003;1.