Literature Review格式范文：Concept of Competitive Advantage | Literature Review

Literature Review格式范文-竞争优势的概念|文献综述。本文是一篇留学生Literature Review文献综述格式范文，本文讨论了竞争优势概念的发展问题。它基于不同作家的理论、他们的解释以及对这些理论的文献综述。竞争优势来自不同的公司属性和特征，这些属性和特征允许一家公司创造比其他公司更好的客户价值。竞争优势包括资产所有权及其地位。为了实现和保持竞争优势，企业或行业需要创造创造力。战略管理理论给出了竞争优势的概念，解释了公司的绩效和能力，并描述了我们如何在正确的方向上经营公司。下面就一起来看一下这篇Literature Review范文的具体内容。

Abstract:-摘要

This article addresses the issues of the development of the concept of competitive advantages. It is based on theories of different writers, their explanation and a literature review of these theories. Competitive advantages arises from different firms attributes and characteristics that allow one firm to create better customer value than do others. Competitive advantage includes ownership of assets and their positions. To achieve and sustain competitive advantage, a firm or industry need to create creativity. Strategic management theories give the concept of competitive advantage and explain the performance and ability of the firm and describe how we can run the firm in the right direction.

Introduction :-引言

The concept of competitive advantage are quiet same in different industries or firms and writers are explain in different ways but they rotate on same point for example superior performance of the firm in a decent manner. There are various theoretical framework are used to explain competitive advantage. Competitive advantage arises from the differential among firms along any dimensions of firm to create better customer value against the competitors. The basic purpose of this coursework to indicate how firm can gain their position in the market. This coursework can help to analyse different theories of management and give an integrative framework that helps management practitioners systematically analyse the nature and cause of competitive advantage in a different manner.

竞争优势的概念在不同的行业或公司中是完全相同的，作者们用不同的方式解释，但他们在同一点上轮换，例如，公司以体面的方式表现优异。有各种理论框架被用来解释竞争优势。竞争优势源于企业在企业的任何维度上的差异，以创造更好的客户价值来对抗竞争对手。本课程的基本目的是说明企业如何在市场中获得地位。本课程有助于分析不同的管理理论，并提供一个综合框架，帮助管理从业者以不同的方式系统地分析竞争优势的性质和原因。

LITERATURE REVIEW:-文献综述

There are basically five forces to develop basic foundations include competitors, threat of new entrants substitute products, bargaining power of suppliers and bargaining power of buyers. Companies are fighting with each other and some of them are defend itself against these competitive forces (Porter 1998).

基本上有五种力量来发展基础，包括竞争对手、新进入者替代产品的威胁、供应商的议价能力和买家的议价能力。公司之间相互争斗，其中一些公司在对抗这些竞争力量。

The resources and capabilities of a firm are the central consideration in formulating its strategy. The resource based theory approach to strategy formulated understands the relationship between resources, capabilities, competitive advantage and profitability. According to writer there are four factors which are useful for the firm to increase their depth i.e. strategy, competitive advantage, capabilities and resources (Grant 1991).

公司的资源和能力是制定战略的核心考虑因素。制定战略的基于资源的理论方法理解资源、能力、竞争优势和盈利能力之间的关系。根据作者的说法，有四个因素对公司增加深度是有用的，即战略、竞争优势、能力和资源。

According to writer he relates the competitive advantage with a theory of comparative advantage. According to his theory he say that the comparative advantage theory suffer from the same weakness as a neoclassical theory of the firm. So according to writer the idea of competitive advantage gives explanatory power of strategy and organization. The success of firm in the market depends upon the organisation work of firm, sector and their interrelationship. They sought where a competitive advantage could be established by devolving organizational superiority (Bagnoli. et. al; 2003).

根据作者的说法，他将竞争优势与比较优势理论联系起来。根据他的理论，他说比较优势理论与新古典企业理论有着相同的弱点。因此，根据作者的观点，竞争优势的概念赋予了战略和组织的解释力。企业在市场上的成功取决于企业、部门的组织工作及其相互关系。他们寻求通过转移组织优势来建立竞争优势。

There can be a heterogeneity or firm level differences among firms that allow some of them to sustain competitive advantage. The main concept of theory are based on four points i.e. valuable, rare imperfectly unite able, without strategically equivalent substitutes (Barney 1991).

企业之间可能存在异质性或企业层面的差异，这使得其中一些企业能够保持竞争优势。理论的主要概念基于四点，即有价值的、罕见的不完全统一的，没有战略上等价的替代品。

The ability of the firm is stay ahead of competition with the help of their superior performance and leaderships. So competitive advantage is directly proportional to competition either it is in different departments or in different firm throughout the world. Manager could understand the current position of the firm. In short porter argues that strategy is a race to get an ideal position in the market and differentiate itself for targeting customer (Porter 1998).

凭借卓越的业绩和领导地位，公司的能力是领先于竞争对手。因此，竞争优势与世界各地不同部门或不同公司的竞争成正比。经理可以理解公司目前的状况。简言之，波特认为，战略是一场在市场中获得理想地位的竞赛，并在目标客户方面脱颖而出。

Scholars in the strategy field are concerned fundamentally with explaining differential firm performance. As strategy scholars have searched for sources of competitive advantage. Two prominent views have emerged regarding the source of supernormal returns. Primarily a function of a firm membership in an industry with favourable structural characteristics and secondly is that differential firm performance is fundamentally due to firm heterogeneity rather than industry structure (Rumlet et.al; 1994).

战略领域的学者从根本上关注解释不同的企业绩效。作为战略学者，他们一直在寻找竞争优势的来源。关于超常回报的来源，出现了两种突出的观点。主要是公司成员在具有有利结构特征的行业中的作用，其次是公司绩效差异主要是由于公司异质性而非行业结构。

Competition in any industry does not stem only for competitors and it also influenced by the underlying structure of the industry. Additionally author stresses competitive advantage, which is created and hence can be controlled by individual firms and not comparative advantage (access to factors of production like cheap or natural resources), which is mainly inherited (Porter 1985).

任何一个行业的竞争都不仅仅源于竞争对手，它还受到行业的基本结构的影响。此外，作者还强调了竞争优势，这种优势是由个体企业创造的，因此可以由个体企业控制，而不是主要继承的比较优势（获得廉价或自然资源等生产要素）。

The purpose of the industrial organization was the internal competition of the industry. This aim was inverted to produce models aim at helping firms realize supernormal returns by surreptitious way of competition (Barney 1986).

行业组织的目的是行业的内部竞争。这一目标被颠倒，以产生旨在帮助企业通过秘密竞争方式实现超常回报的模型。

The development and implementation of new ideas by people who overtime engage in transactions with other within an institutional context (Van 1989).

超时工作的人在机构背景下与他人进行交易，从而开发和实施新想法。

The generation, acceptance and implementations of new ideas, processes, products and services to create a market and competition against the competitors (Kanter 1983).

产生、接受和实施新的想法、流程、产品和服务，以创造市场并与竞争对手竞争。

Different researchers attempt to explain the superior performance of the firm. They explain how firm can gain their better position in the market. Some of them say, the leading hypothesis is that sustained superior performance coming from sustained competitive advantage Barney (1997). But on the other hand Grant (1998) can relate the superior performance of the firm with competitive advantage. According to them competitive advantage and superior performance of the firm are different unit to each other. Theories are different as the source of competitive advantage. Because some time firm gain their superior performance by using different tactics like monopoly, because they want to maintain their position or protect their position against the compotators. This is the best point according to the big firms, because they create monopoly in the market and try to protect their position (Caves et. al; 1977)

不同的研究人员试图解释该公司的优异表现。他们解释了公司如何在市场上获得更好的地位。他们中的一些人说，领先的假设是，持续的优异表现来自持续的竞争优势Barney。但另一方面，Grant可以将公司的卓越绩效与竞争优势联系起来。根据它们，公司的竞争优势和卓越绩效是彼此不同的单位。关于竞争优势的来源，理论各不相同。因为一些时间型公司通过使用不同的策略（如垄断）来获得卓越的业绩，因为他们想保持自己的地位或保护自己的地位不受竞争者的影响。根据大公司的说法，这是最好的一点，因为他们在市场上制造垄断，并试图保护自己的地位。

Sometimes the superior performance of the firm depends on the level of the firm, business unit, corporation or industry. Because in big firms the power of gaining is more as compare with small firms. So small firms cannot compete the large firms (Powell et. al; 1997). Better explanation for superior performance may exist, it has specifiable causes and these causes are tied to perform distributors may be fellow simple heuristics or stem for a single process such as problem solving Popper (1972).

有时，公司的卓越表现取决于公司、业务部门、公司或行业的水平。因为与小公司相比，大公司的盈利能力更强。因此，小公司无法与大公司竞争。可能存在更好的性能解释，它具有可指定的原因，这些原因与性能有关。分销商可能是类似的简单启发式或单一过程的主干，如问题解决。

According to Powell (1996), strategic management has not told us the significant debate on the competitive advantage. According to writer there are two proportions are important to increase the performance of the firm. First one is the dependent variable (superior performance) of the firm and secondly independent variables include competitive advantage. He separates these two proportions and gives the relationship between them. On the other hand if we examine this theory with other theories like Porter (1998) theory. His attention toward the firm and how much firm create competition in the market and how much effort put by firm to stay ahead against the competitors. But according to Robert (1999) sustainable competitive advantage is not necessary or important for the superior performance of the firm. But on the other hand Barney (1996) can relate sustainable competitive advantage with the performance of the firm.

根据鲍威尔的说法，战略管理没有告诉我们关于竞争优势的重要辩论。根据作者的说法，有两个比例对提高公司的业绩很重要。第一个是企业的因变量（卓越绩效），第二个自变量包括竞争优势。他将这两个比例分开，并给出它们之间的关系。另一方面，如果我们将这一理论与波特理论等其他理论进行比较。他对公司的关注，以及公司在市场上创造了多少竞争，以及公司为了在竞争对手面前保持领先而付出了多少努力。但根据Robert的说法，持续的竞争优势对于公司的卓越绩效来说并不必要或重要。但另一方面，Barney可以将可持续竞争优势与公司绩效联系起来。

There is substantial agreement with in the literature on the price, cost and differentiation definition of competitive advantage. But according to Reed (1990) competitive advantage does not play a vital role for making the firms strategy. He creates a link between competitive advantage and competence. He says competitive advantage can be derived from numerous sources and advantage can come from competence and this competence can control by firm and can be manipulated with in the strategy to generate advantage for performance. On the other hand Porter (1998) says superior performance of the firm is due to the competitive advantage. He relates competitive advantage directly with the competition, so the ability of the firm to stay ahead of competition with help of their superior performance. But the major development comes when Hofer (1978) described competitive advantage “the unique position of an organization developed against the competitors through its patterns of resources deployments”. He suggesting that competitive advantage ensues from competencies. They also say that competitive advantage as something can be used with the firm strategy. As such competencies and competitive advantage are independent variables while a firm performance is the dependant variables.

在竞争优势的价格、成本和差异化定义方面，文献中与基本一致。但根据Reed的观点，竞争优势在制定企业战略时并没有起到至关重要的作用。他在竞争优势和能力之间建立了联系。他说，竞争优势可以从多种来源获得，优势可以来自能力，这种能力可以由公司控制，并可以在战略中加以操纵，以产生绩效优势。另一方面，波特表示，公司的优异表现是由于竞争优势。他将竞争优势与竞争直接联系起来，因此公司凭借其优异的表现保持领先的能力。但当Hofer将竞争优势描述为“一个组织通过其资源配置模式与竞争对手形成的独特地位”时，出现了重大发展。他认为竞争优势源自能力。他们还说，竞争优势可以作为企业战略的一部分。因此，能力和竞争优势是独立变量，而企业绩效是因变量。

(Mahoney et. al; 1992) suggests in his article about the special issue in his article. He says firm physical resources and its capabilities interact to create competitive advantage. He seeks to reconcile the resources and capabilities based theories of competitive advantage through the theory of invisible assets. This theory was proposed by (Itami et. al; 1987) holds that experience and constitute the principle source of sustainable competitive advantage.

在Mahoney的文章中提到了这一特殊问题。他说，公司的物质资源和能力相互作用，创造竞争优势。他试图通过无形资产理论来协调基于资源和能力的竞争优势理论。该理论由Itami提出，认为经验是可持续竞争优势的主要来源。

If we talk about the competitive advantage then we cannot neglect the overall progress of the country. Some governments can support their industrial sector because industrial sector is directly proportional to the economy of the country especially we can see in china and in of United States of America. So according to Porter (1998) specific elements condition the international success of an enterprise in a certain segments. He figures out that the enterprises of an inferior cost or differentiated product to assert them worldwide. According to them through the globalization of the economic game enterprise to improve their competitive advantage. The same thing can explain by other writers. To create a competitive advantage, the enterprise is required to progress to innovate and to discover the best competitive opportunities and exploit them. So create an opportunity against the competitors Robert (1999).

如果我们谈论竞争优势，那么我们不能忽视国家的整体进步。一些政府可以支持他们的工业部门，因为工业部门与国家经济直接成正比，特别是在中国和美国。因此，根据波特的观点，特定的要素决定了企业在特定领域的国际成功。他指出，低成本或差异化产品的企业可以在全球范围内维护它们。根据他们通过经济博弈的全球化来提高企业的竞争优势。其他作家也可以解释这一点。为了创造竞争优势，企业需要不断创新，发现最佳竞争机会并加以利用。因此，创造一个与竞争对手Robert对抗的机会。

According too many writers and their theories, why a country is more competitive than others. The national competitiveness comes from macro-economic phenomena directed by change rate, interest rate, deficit of the national budget. On the other hand some of them Robert (1999) says some companies or industrial sector are try to compete with cheap work force of with cheap raw material. The big example of this point is China. In china the work force is very cheap and there is no tax on any import and export. Chines government are support their industrial sector and improve their economy.

根据太多的作家和他们的理论，为什么一个国家比其他国家更有竞争力。国家竞争力来自于由变化率、利率、国家预算赤字导致的宏观经济现象。另一方面，Robert表示，一些公司或工业部门试图与廉价劳动力或廉价原材料竞争。这一点的一个重要例子是中国。在中国，劳动力非常便宜，而且对任何进出口都不征税。中国政府正在支持其工业部门，改善其经济。

According to the writer, the creation and capture of private and social value by firm that adopt corporate social responsibility strategies. So to achieve a competitive advantage is a responsibility of a manager to accomplish their objective. He relates this theory with the economics such as hedonic pricing, contingent valuation and the new literature on the economics of industrial organization. The same kind of things was discuss by Barney (1986) in his journal and also by porter (1998) in his book.

根据作者的观点，采用企业社会责任战略的公司创造和获取私人和社会价值。因此，实现竞争优势是管理者完成其目标的责任。他将这一理论与经济学联系起来，如享乐定价、或有估值和产业组织经济学的新文献。Barney在他的日记中讨论了同样的事情，porter也在他的书中讨论了类似的事情。

Sometime researchers are not depending on the same point. Because in every case they have a different task and every case of superior performance is unique, extreme and non-generalization Starbucks (1992). But according to (Bowen et. al; 1999), competitive advantage has generated a large volume of scholarly output, both theoretical and empirical. So strategic management researchers has not produced a same effect on the competitive advantage. Most empirical studies infer the existence of competitive advantages.

有时研究人员并不依赖于同一点。因为在每一个案例中，他们都有不同的任务，每一个表现优异的案例都是独特的、极端的、非一般化的星巴克。但根据，竞争优势产生了大量的理论和实证研究成果。因此，战略管理研究人员对竞争优势的影响并不相同。大多数实证研究都推断出竞争优势的存在。

Examples of competitive advantage:-竞争优势示例

The most powerful example of achieving competitive advantage against the competitors is an Apple company. First this company based on computers but after that Apple has established a stellar reputation for developing products that there customer needs and want. The iPhones, iPods and iPads each combine functionally, ease of use, which not merely satisfy but delight the customers. They promote their products in a different manner like music for iPods and application software for iPhones. The competitors of Apple Company try to compete by using different hardware features, sometime same features like touchscreen and applications but they cannot compete the Apple Company. The main reason of this happening because Apples instance secrecy about its product development makes it hard for imitation to begin before the product is launched, that’s why Apples Company takes advantage over others. Secondly Apple Company gives useful applications like iTunes by being first on attractive fixed charges. So finally prove itself all over the world with their outstanding performance and services.

在竞争对手面前取得竞争优势的最有力的例子是苹果公司。首先，这家公司以计算机为基础，但在那之后，苹果在开发客户需要和想要的产品方面建立了卓越的声誉。iPhone、iPod和iPad的功能和易用性相结合，不仅让客户满意，也让客户满意。他们以不同的方式推广自己的产品，如iPod音乐和iPhone应用软件。苹果公司的竞争对手试图通过使用不同的硬件功能进行竞争，有时使用触摸屏和应用程序等相同的功能，但他们无法与苹果公司竞争。发生这种情况的主要原因是，苹果公司对其产品开发的保密性使得在产品推出之前很难开始模仿，这就是苹果公司比其他公司占优势的原因。第二，苹果公司提供了iTunes等有用的应用程序，因为它是第一个收取有吸引力的固定费用的应用程序。因此，最终以他们出色的表现和服务在全世界证明了自己。

Chinas is the second most powerful country economically now a days, because of their industrial sector. Chines government support their industry in a decent way and help to improve their strength. In textile sector China play a vital role throughout the world. In 2005 china controlled one third markets of garments in Europe and one fourth markets in United States of America. More than 50% of the market capture by China all over the world in textile sector. There are few reasons why china is dominant in the market. Firstly the inflation rate is increased all over the world and due to this reason the prices are going up. Secondly low labour cost as compare with Europe and United States of America. In china the utility cost is very low due to the support of their government to their industrial sector. On the other hand Pakistan, India and honking are try to give some competition but they are given so much competition and the market are increased very dramatically. The same thing was discuss by Robert (1999) in his article. He says how much cheap labour and material are affected the overall progress of the company (Brambilla. et. al; 2007).

由于中国的工业部门，中国现在是经济第二强国。中国政府以体面的方式支持他们的产业，并帮助提高他们的实力。在纺织行业，中国在全球扮演着至关重要的角色。2005年，中国控制了欧洲三分之一的服装市场和美国四分之一的市场。中国在全球纺织行业占据了超过50%的市场份额。中国在市场上占据主导地位的原因很少。首先，全世界的通货膨胀率都在上升，因此价格也在上涨。其次，与欧洲和美国相比，劳动力成本较低。在中国，由于政府对工业部门的支持，公用事业成本非常低。另一方面，巴基斯坦、印度和鸣笛公司试图给予一些竞争，但它们面临着巨大的竞争，市场也急剧增长。Robert在他的文章中也讨论了同样的问题。他表示，有多少廉价的劳动力和材料影响了公司的整体发展。

In 2004, when Danish maker of interconnecting brick toys had lost money each of the previous six years, its survival as an independent company was in jeopardy. Lego had been harmed by falling birth-rates in many developed countries, by low-cost imitations, and by their many boy customers switching from traditional toys to video games and personal computers. This is very interesting thing when your business will decrease due to birth rate. Because the A poorly-conceived attempt at diversification followed. When Jordan Knudstorp was appointed CEO, in addition to divesting noncore businesses and cutting costs, he worked to enhance Lego’s competitive advantages. Because of its philosophy of learning through play, Lego had avoided toys about fighting or violence, despite the interest of boys in both. By leveraging Lego’s strong brand name, design capability and quality reputation into products based on Star Wars, Batman, and Ferrari race cars, Lego’s turnaround gained traction. Knudstorp also grew Lego’s Mindstorms buildable, programmable robot line to the point that it and other non-interlocking-brick products exceed 33 percent of sales.

2004年，当丹麦互连砖玩具制造商在过去的六年中每年都亏损时，其作为一家独立公司的生存岌岌可危。乐高受到了许多发达国家出生率下降、低成本仿制品以及许多男孩客户从传统玩具转向电子游戏和个人电脑的伤害。当你的生意因出生率而减少时，这是一件非常有趣的事情。因为随之而来的是一场构思拙劣的多元化尝试。当Jordan Knudstorp被任命为首席执行官时，除了剥离非核心业务和削减成本外，他还致力于增强乐高的竞争优势。由于其在游戏中学习的哲学，乐高避免了关于打架或暴力的玩具，尽管男孩对这两者都感兴趣。通过将乐高强大的品牌名称、设计能力和质量声誉融入到基于《星球大战》、《蝙蝠侠》和法拉利赛车的产品中，乐高的转变获得了动力。Knudstorp还开发了乐高的Mindstorms可构建、可编程机器人系列，使其和其他非联锁砖产品的销售额超过了33%。

Sometimes when your strategy maker or upper level management was unclear about the strategy then sometimes the firms are clash. The same thing happening with the Teco Bell company. The CEO John Martin strategy was unclear and performance was medicore. Understanding with his customer thing and their needs and desires was outstanding; he commissioned a major study employing conjoint analysis. On his first attempt he changes the customer services value with fast service, accurate order filling. But more surprising was that the customer considered the condition captured in the fact formula to be more important than having an authentic ethnic food experience. Taco Bell wasn’t competing with Tex-Mex restaurants because competitors are fast food provider but Taco Bell is not. Now John Martin develops a value base strategy and tries to give a better service in low cost. Now he cut down the prices and reducing store size with better facilities. He upgraded the restaurants by using new data entry equipment; improve store layout and the job profile for store managers and for manager assistants emphasized customer service. Due to these changing in his strategy now Teco Bell has 5000 restaurants. So we can easily analyse for this example, if we increase the customer value and give good services with the help of competitive advantage theories then we improve our input in a decent manner.

有时，当你的战略制定者或高层管理层不清楚战略时，有时公司会发生冲突。Teco Bell公司也发生了同样的事情。首席执行官约翰·马丁的战略尚不明确，业绩不佳。与客户的关系以及他们的需求和愿望非常了解；他委托进行了一项采用联合分析的主要研究。在第一次尝试时，他通过快速服务、准确的订单填充来改变客户服务价值。但更令人惊讶的是，客户认为事实公式中的条件比拥有正宗的民族美食体验更重要。Taco Bell没有与Tex Mex餐厅竞争，因为竞争对手是快餐供应商，但Taco Bell不是。现在，John Martin制定了一个基于价值的战略，并试图以低成本提供更好的服务。现在，他降低了价格，并用更好的设施缩小了门店规模。他使用新的数据输入设备升级了餐厅；改善门店布局，提高门店经理和经理助理的工作形象，强调客户服务。由于战略的这些变化，Teco Bell现在拥有5000家餐厅。因此，我们可以很容易地分析这个例子，如果我们借助竞争优势理论来提高客户价值并提供良好的服务，那么我们就可以体面地改进我们的投入。

Conclusion:-结论

In this literature review I studied different types of competitive advantage theories and write a literature review on these theories with the help of different journals and papers. From all of these theories I develop my idea about firm’s performance and conclude how firm are ahead against the competitors. Firstly a firm has to look deeply into what it has, what it can do, what it can get. Secondly the competition is not between or within the industry or firm but sometimes the competition is all over the world where firm need to support about nationally (government) as well as internationally (suitable polices for international companies). For internationally success it is required to be able to transform a domestic position into a global one. Finally to create a competitive advantage the company required a continuous progress to innovate and to discover the competitive opportunities and exploit them. Firm should not stop improving the quality of its products and its methods.

在这篇文献综述中，作者研究了不同类型的竞争优势理论，并在不同期刊和论文的帮助下撰写了关于这些理论的文献综述。从所有这些理论中，Literature Review提出了对公司绩效的看法，并得出了公司如何在竞争对手面前领先的结论。首先，一家公司必须深入研究它拥有什么、能做什么、能得到什么。其次，竞争不在行业或公司之间或内部，但有时竞争在世界各地，公司需要支持国家（政府）和国际（适用于国际公司的政策）。为了在国际上取得成功，必须能够将国内地位转变为全球地位。最后，为了创造竞争优势，公司需要不断创新，发现竞争机会并加以利用。公司不应停止改进其产品和方法的质量。本站提供各国各专业留学生Literature Review写作指导服务，如有需要可咨询本平台。