THE EFFECT OF COMPETITIVE ADVANTAGE AND HUMAN ADVANTAGE ON INDUSTRIAL COMPETITIVE STRATEGY (Case Study: SMIs in Gorontalo Province)

Small and Medium Industries (SMIs) have a strategic role in the Indonesian economy, as they earn 61.9 percent of the foreign exchange which goes to make up the nation's Gross Domestic Product, and nationally they are able to absorb 97 percent of the workforce. The Global Competitiveness Report...

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Bibliographic Details
Published in:Journal of Indonesian economy and business 2016-09, Vol.31 (3), p.307-324
Main Authors: Lasalewo, Trifandi, Masruroh, Nur Aini, Subagyo, Hartono, Budi, Yuniarto, Hari Agung
Format: Article
Language:English
Subjects:
Case studies
Competitive advantage
Employees
GDP
Gross Domestic Product
industrial strategy
Innovations
Product development
SMIs
Strategic management
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Summary:Small and Medium Industries (SMIs) have a strategic role in the Indonesian economy, as they earn 61.9 percent of the foreign exchange which goes to make up the nation's Gross Domestic Product, and nationally they are able to absorb 97 percent of the workforce. The Global Competitiveness Report also notes that SMIs serve as the business units that affect every nation's competitiveness. Considering this strategic role, the selection of a competitive strategy for these SMIs is absolutely necessary. Through an in-depth literature review, this study aims to explore what variables influence the competitive strategy of industries, particularly the SMIs. By using a Systematic Literature Review (SLR) with a total of 31 main literature (articles, papers and books), this study has found two dominant factors that influence industrial competitive strategy: Competitive advantage and human advantage, which are subsequently developed into six independent variables (construct variables), i.e. cost, delivery, product quality, product variety, know-how and innovativeness, with a total of 44 indicators. The results of measurements of the sample of SMIs in Gorontalo Province, using Structural Equation Modeling, found that both competitive advantage and human advantage jointly influence 40.2 percent of the industrial competitive strategies. These results indicate that competitive strategies, such as creating products with unique features, on-time delivery, flexibility in production, and employee involvement in the innovations, are indispensable to SMIs in order for them to produce quality products and be able to maintain their advantage.
ISSN:2085-8272
2338-5847
DOI:10.22146/jieb.23179