| dc.description.abstract | In the current VUCA era, where situations change rapidly and tend to be
unpredictable, it puts pressure on companies to continue to innovate for the
company's competitive advantage. For every company to compete, it must have a
strategy either explicitly developed through the planning process or implicitly
through various company activities. This research tries to see from the perspective
of the terminology of Resources Based Theory that resources are an essential
antecedent in measuring competitive advantage from the factors of
transformational leadership, organizational culture, pro-growth organization,
and value-oriented development interaction. This quantitative study uses a
questionnaire instrument involving 433 respondents from the management of
plantation holding companies in Indonesia. Data analysis was carried out
descriptively and inferentially using the Structural Equation Modeling approach.
The statistical tool used is Lisrel 8.8. The data scale used is the ordinal data scale.
The study's results found that the competitive advantage is greatly influenced by
the ability of value-oriented development interaction, followed by the quality of
pro-growth organization and transformational leadership.
Meanwhile, organizational culture does not significantly impact the competitive
advantage. Meanwhile, the quality of the pro-growth orgware and the valueoriented
development interaction capabilities are proven to be good mediations
for the influence of transformational leadership and organizational culture on a
competitive advantage. This research implies that from the perspective of
Resources Based Theory, achieving a competitive advantage is highly dependent
on the ability of value-oriented development interaction in developing the
company's resources. The key is how companies understand the relationship
between resources, capabilities, competitive advantage, and profitability to
maintain the competitive advantage. | en_US |
