How to create competitive advantage: the moderate role of organizational learning as a link between shared value,dynamic capability,differential strategy,and social capital |
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| Authors: | Chih-Hsing Liu Jeou-Shyan Horng Sheng-Fang Chou Yung-Chuan Huang Angela Yaping Chang |
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| Institution: | 1. Leisure &2. Recreation Administration Department, Ming Chuan University, Taipei, Taiwan;3. Department of Food and Beverage Management, JinWen University of Science &4. Technology, New Taipei City, Taiwan;5. Department of Hospitality Management, School of Tourism, Ming Chuan University, Taipei, Taiwan;6. Tourism Department, School of Tourism, Ming Chuan University, Taipei, Taiwan;7. Department of Business Administration, Ming Chuan University, Taipei, Taiwan |
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| Abstract: | Based on the organizational strategy and capability perspective, we theorized a serial mediation-moderation analysis that links critical beneficial attributes of dynamic capabilities, differential strategies, social capital, shared goals, and organizational learning to creating competitive advantage. Results from a survey of 328 travel agencies were analysed to support our hypotheses. We found that travel agencies’ shared goals may influence competitive advantage through the characteristics of dynamic capability development, differential strategy implications, and social capital accumulation. We also found that organizational learning is the most critical attribute for improving the relationships between shared goals, dynamic capabilities, and social capital to achieve competitive advantage. The implications of these findings for managerial and theoretical frameworks are also discussed. |
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| Keywords: | Competitive advantage organizational learning shared goals dynamic capability differential strategy social capital |
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