Organizational competitiveness factors

The objective of this article is to identify in the business administration literature the elements considered most important to improve business performance, based on content analysis of academic articles on subjects related to competitiveness, productivity, efficiency and performance. The data come from periodicals available from sources listed at the CAPES portal in the period from 2000 to 2009. From the analysis of 486 articles, we identified 15 organizational competitiveness factors: strategic alliances, human capital, reliability, knowledge, cost, cultural factors, flexibility, innovation, quality, speed, customer relations, social responsibility, control systems, production techniques, and information and communication technologies. These factors have the potential to contribute to the establishment of organizational priorities and can be considered as guides for the construction of management instruments and the implementation of actions to improve competitiveness.

To help in this task, it is important to search the business administration literature for characteristics or aspects considered key to the generation of competitiveness.The priorities to achieve competitive advantages can be defined as a consistent set of performance characteristics that can contribute to enhance a firm's competitiveness (Castro, Santos & Silva 2008).
A competitiveness factor can be viewed as configuring a real concern and reason for being of the firm.These "basic reasons" or "reasons for being" are aspects that, upon being clearly identified, can help improve the organization, or more specifically, enhance its performance.It can be said that the competitiveness factor corresponds to the variables in which the organization needs to perform well to survive and stand out in the market.
The study of the elements that generate competitiveness is important for firms to find the best way to develop products and processes, with the use of the best practices in terms of costs and quality, to serve consumers' needs best.Observation of the competitiveness factors is essential for a firm to improve its performance and thus realize its mission, strategic objectives and vision of the future.
The aim of this article is to highlight from the recent academic production the factors that are considered in the search for competitiveness.It is based on consultation of scientific articles on administration available form the sources listed at the portal of CAPES (the office of the Brazilian Ministry of Education charged with improving graduate education and research) addressing themes related to competitiveness, productivity, efficiency and performance.

METHODOLOGY
Our methodological strategy was based on analysis by category, the most often used form of content analysis.Content analysis can be defined as a set of data analysis techniques that aim to obtain, by means of systematic procedures, quantitative or BBR, Braz.Bus.Rev. (Engl.ed., Online), Vitória, v. 9, n. 1, Art. 2, p. 25-42, jan-mar 2012 www.bbronline.com.brqualitative indicators of the semantic or syntactic properties of the matter under study (Bardin, 2004;Richardson et al., 1999).
For this study, we applied categorization techniques to the academic articles available in the main databases in the business administration area of the CAPES Portal, namely: Scielo, Gale, Wilson, Sage, ScienceDirect and Ebsco.We decided not to initially rank the publications (based on criteria of academic qualification, as is done by QUALIS-CAPES), to avoid biasing the sample in function of determined theoretical orientations or dominant groups in the literature in terms of academic output (Russo, Macedo-Soares & Villas, 2006).We therefore sought an ample criterion for mapping viewpoints, to permit extracting from the specialized literature the various perspectives that exist regarding the determining factors of organizational performance.
The selection of empirical material in the pre-analysis phase consisted of searching for articles in the above databases by means of the keywords competitiveness, productivity, efficiency, effectiveness and performance, for the period from 2000 to 2009.In the search process, we used these keywords with the aid of a filter mechanism, so that the selection was limited to articles in which these words are present in one or more of the following fields: title, summary/abstract and keywords.By this search strategy we identified 486 scientific articles.
We then carried out the content analysis itself, by means of a categorization process in function of a semantic criterion.This procedure consisted of first formulating an inventory of the terms identified as factors able to influence organizational performance, by means of reading the abstract, and possibly the entire article.In this step we discarded the articles that did not clearly establish a connection between one or more of these factors and organizational competitiveness.This led to the selection of 198 expressions indicated in the texts as competitiveness factors.
In the next step, by means of content analysis we followed a procedure for grouping the expressions in function of the progressive classification of their elements, meeting the requirements of comprehensiveness (inclusion of all elements considered) and exclusivity (no element was classified in two categories).Satisfaction of these requirements is inherent to categorization techniques.Therefore, we grouped the expressions according to similarities in the messages on competitiveness expressed, that is, so as to indicate a single conceptual logic.For example, when an article presented clean technologies as a competitiveness factor, we considered the logic behind this action to be social responsibility.Likewise, when an article presented as a factor the development of new products, new initiatives or new business endeavors, we categorized the logic as falling under innovation.In this way, we analyzed all the competitiveness expressions identified in the previous step, and could note that some of them were governed by the same conceptual logic, that is, based on the same value.This allowed selecting the predominant factors.
The option to identify the factors through a recursive process instead of employing previously defined categories based on theoretical references implied the need for a final step for theoretical justification of the relevance and pertinence of the categories constructed.As a result, we configured 15 groups of competitiveness factors, represented in Figures 2 to 16 of Section 5.

COMPETITIVENESS IN BUSINESS ORGANIZATIONS
Meeting the expectations of firms, dictated mainly by the search for consistent profits by satisfactorily resolving the inherent business uncertainties, in the final analysis rests on being competitive.Achieving this requires more than expectation, however, it requires firms to develop capabilities to turn expectations into reality (Lemos & Nascimento, 1999).
These capabilities are associated with factors that can be classified into areas or that express abilities, with positive developments in the market, on production and on finance.
They relate to the firm's people, methods, planning capacity, organization and control, at levels able to meet the challenges of rival firms, to compete.The ability to compete means staying alive in the market.
One of the first references to the expression "competitive advantage" in the strategy literature can be found in Ansoff (1965, pp. 188-194), who defined it as the advantage of proactively anticipating market trends better than competitors and adjusting supply in function of this perception.This interpretation has a marketing connotation, and hence is only partial.It is necessary to consider that the ability to compete can be the fruit of different competencies, which can be based on different functional areas, administrative functions or categories of specialization.
Competitiveness is evidently a decisive factor for survival in the business world.To achieve it requires setting priorities, which can be defined as a set of options of varying importance that a firm needs to have to compete in the market over a determined time frame (Santos, Pires & Gonçalves, 1999).Further according to these authors, this concept came to be perceived as particularly relevant in manufacturing after the work of Skinner (1969), who pointed out common patterns to measure production performance.Skinner (1969)  (3) flexibility, (4) quality; and (5) speed.According to these authors, by attaining these five objectives, the organization will solidify its superiority in the market.
According to Davis (2001), besides costs, quality and flexibility, fast delivery and good service are competitive priorities.Delivery is related to the speed factor of Slack et al. (1997), because it entails supplying products quickly, while service involves the way products are delivered and accompanied after sales.He also points to another priority, consisting of offering products that do not harm the environment and that are produced by processes with the same characteristic.
A combined analysis of various authors in the business administration area shows an emphasis on the following factors that determine competitiveness: quality, cost, flexibility and reliability, or dependability (Scopinho, 2000;Buiar, 1999;Stevenson, 2001;Buffa, 1972).Porter (2001) believes that strategies for success wind up determining a set of premises that cannot be replaced unless they no longer add value to the organization.
For an organization to become highly competitive, it is necessary to identify the factors that influence its competitiveness.
In this line, Machado-da- Silva & Barbosa (2002) believe that implementing successful knowledge management creates a flexible competitive advantage that is hard do imitate, because it goes beyond the limits of physical resources, which are rigid and easy to imitate, and extends to an exclusive aspect of the organization that it difficult for others to appropriate.Therefore, the firm acquires a competitive advantage by means of the relationship of knowledge with the ability to innovate and to configure a flexible structure capable of reacting favorably to the frequent changes in its environment.
The study of competitiveness factors is important to achieve the most suitable method for developing products and processes, with the use of the best practices and at the lowest possible costs, to make high quality products and get them to market quickly so as to satisfy consumers' needs.Mastery of the critical factors is indispensable for an organization to perform better and thus meet its goals.Bandeira (2007) believes that the critical success factors are elements that permit the firm to reach the best possible levels of competitiveness and as such are of great importance to control objectives.As he puts it: Critical success factors correspond to the variables in which the organization needs to perform well to be competitive.The critical factors for success sustain the management indicators to be measured and monitored.Analysis of the data by means of time series permits prospection of forecasting models for the performance indicators (Bandeira, 2007: 4).
According to Silva (2002: 19), "the logic on which organizational actions are based can be found in the message expressed by the competitiveness factors."A company can valorize a perceived criterion as a generator or competitiveness in detriment to another, according to its specific conditions of operation.
Starting from the notion of critical factors for competitiveness, it is possible to note the close relationship they have with a firm's success.Knowledge of the competitiveness factors will allow the organization to work in harmony with the demands of its environment, structure itself correctly, reduce uncertainties and perform better.

RESULTS AND ANALYSIS OF THE DATA
The aim of this study was to identify competitiveness factors for development of organizational strategies.As stated, it was possible to find 15 groups of organizational  Management, v. 56, n. 4, pp. 285-304, 2007.

Selection of Personnel
Some firms have ignored the potential contribution that the procedures of a good hiring process can have on the firm's performance, relying more on efforts to improve work and motivate and develop workers after hiring as a way to boost performance.But the most significant impact on productivity can be tied to the process of selecting new employees, so as to hire the best people available.

Total Reliability Management
The quality performance of a firm is often assessed by the reliability of its equipment or machinery.Yet reliability has not received the same attention as quality.Several organizations today function effectively because the machinery which provides the "system of operation" is highly dependable and reliable.A greater focus on "total reliability management" (TRM) will help firms to improve their productivity while reducing costs and increasing competitiveness.The factors related to reliability involve relations with suppliers and the efficiency of equipment.These follow the principles of meeting scheduled delivery times, planning to prevent surprises, controlling the occupation of resources and monitoring production activities (Slack et al., 1997).The expressions related to it found were: reliability, delivery reliability, conformance, trustworthy delivery, on-time delivery, total reliability management, quality measurements and prompt delivery.Knowledge is an increasingly critical factor for success in the current business environment.The provision of knowledge to the right person at the right time is fundamental to build and maintain a firm's competencies (Alazmi & Zairi, 2003).
Knowledge management combines technical and organizational initiatives to generate structured and unstructured knowledge, contributing to improve efficacy by means of retaining and reusing knowledge.Among the factors found that characterize these principles were: knowledge, understanding of the production system, knowledge management, self-managed learning, learning distribution model, external sources of ideas and knowledge, information management, information and rationalized information flow.

COST Reasonable Cost
Effective supply chains to create competitiveness hinge on prompt delivery of high-quality products and competitive services, at a reasonable cost and involving partners in the business (Hewitt, 1994;Hobbs et al., 1998;Easton, 2002).The cost principles are the factors related to the actions taken to modify processes or the product itself, seeking to reduce its final price, by means of making products with few finish details and greater functionality, with simpler and standardized forms and less expensive materials (Slack et al., 1997).The following expressions are included in this logic: low cost, prices, lower costs and reasonable costs.

CULTURAL FACTORS Cultural Competence
Cultural competence includes all human skills and organizational factors that promote and encourage the use of cultural capital in interaction between people and production.If the intention is to promote creativity and innovation in the business, one should consider cultural interaction as a factor that can lead to these qualities.

Wilenius,
Markku.Cultural Competence in the Business World: A Finnish Perspective.Journal of Business Strategy, v. 27, n. 4, pp. 29-43, 2000. Organizational Legacy Porter (1990) May-June, pp. 20-25, 1995. Flexibility Six factors that define and measure the working climate of the organization are: (i) flexibility, related to how free workers feel to innovate in face of their bureaucratic obligations; (ii) responsibility to the organization; (iii) standards, meaning the level of personal standards people set versus those set for them; (iv) rewards, not only financial ones, but anything that helps people feel good about their contribution, including positive feedback; (v) clarity, referring to how clearly people know what is expected of them and how that translates into action; and (vi) commitment, meaning not just the professed commitment, but rather the real commitment people have to the organization.The constant and sudden changes in the organizational setting require flexibility for better adaptation.Flexibility, also considered as a group of factors, aims to develop the capability for fast response to environmental changes (Slack et al., 1997).Journal, v. 12, pp. 245-248, 2007.

Innovation
For firms to improve their competitiveness regarding product conception, quality and prompt delivery, it is necessary to innovate to produce with maximum efficiency (Sahay, 2000;Zylbersztajn et al., 2003).

Corporate Social Responsibility
In a competitive atmosphere, it is important to use the firm's resources in a proper manner and for a worthy cause.The real challenge is to design the firm's corporate social responsibility strategy in such a way that it helps address a social issue and also provides the firm with business benefits., v. 4, n. 3, pp. 265-282, 2008.

Clean Technologies
The use of clean Technologies has spread social and economic effects that include substantial increases in productivity and competitiveness, besides the advantages of environmental quality.Daniels, Peter L. Technology Revolutions and Social Development: Prospects for a Green Thecnoeonomic Paradigm in Lower Income Countries.International Journal of Social Economics, v. 32, n. 5, pp.454-482, 2005.Chart 12: Examples of factors related to social responsibility.Source: Prepared by the authors.
The concern for social responsibility in productive processes has been gaining emphasis in articles that examine ways to promote competitiveness.The adoption of social responsibility measures can improve the performance of manufacturing processes and productivity, by means of more rational use of resources, and can also strengthen the image of firms in the market.In this sense, we found expression such as: environmental demands, waste management, green supply chain management, environmental management, green initiatives, social responsibility and clean technologies.

CONTROL SYSTEMS Performance Evaluation
The assessment of performance is vital for any organization that aspires to achieve high levels of efficiency and competitiveness.In its various forms, performance evaluation really represents the benchmark values that tell people how they have acted and thus motivates them to meet higher objectives.An International Journal, v. 8, n. 2, pp. 155-165, 2003.

Rules
The incorporation of simple rules to guide strategic processes increases competitiveness and growth, thus enhancing the performance measurement and accountability of organizations.
Dwyer, Rocky J. Utilizing Simple Rules to Enhance Performance Measurement Competitiveness and Accountability Growth.Business Strategy Series Journal, v. 8, n.1, pp. 72-77, 2007.Chart 13: Examples of factors related to control systems.Source: Prepared by the authors.
Organizational competitiveness factors BBR, Braz.Bus.Rev. (Engl.ed., Online) Vitória, v. 9, n. 1, Art. 2, p. 25-42, jan-mar 2012 www.bbronline.com.brI 1. INTRODUCTION n the modern business world, a firm's capacity to compete depends on its ability to change and develop new strategic directions.The process of thinking about the new, of considering novel ideas and solutions, plays a crucial role in terms of acquiring a competitive edge.

Madu
Examples of factors related to reliability.Source: Prepared by the authors.
Quality underpins principles that try to meet customers' expectations regarding products and services and the technical needs of the organization: reduction of errors and the related costs.Its indicators reveal the way organizations obtain standards of quality in their processes and products and meet their customers' expectations, by adopting programs for reduction of errors and imperfections in processes and products.It includes quality of products through continuing improvement.It is linked to factors such as: quality certification, quality circles, quality control, quality management, supplier quality management, quality products, quality management programs, quality techniques and total quality control (TQC).
The formation of strategic alliances is based on organizational principles that seek to articulate relationships between competing firms, distributors and suppliers of raw materials and other inputs, aiming to distribute risks and increase the ability to compete.
competitiveness factors: strategic alliances, human capital, reliability, knowledge, cost, cultural factors, flexibility, innovation, quality, speed, customer relations, social responsibility, control systems, production techniques and information and communication technologies.These categories are summarized in the charts below.BBR, Braz.Bus.Rev.(Engl.ed., Online),Vitória, v. 9, n. 1, Art. 2, p. 25-42, jan-mar 2012  www.bbronline.com.br talents, technical and management skills, harmonious labor relations, ongoing investment to develop human capital, planning for leadership and succession, learning programs, quality of life at work, occupational health, selection of persons, welltrained and motivated workers, training, workers with confidence and leadership, and teamwork.The presence of these human capital elements means an organization is more likely to be competitive, by means of training, workforce integration and motivation, among other factors.
BBR, Braz.Bus.Rev. (Engl.ed., Online), Vitória, v. 9, n. 1, Art. 2, p. 25-42, jan-mar 2012 www.bbronline.com.brmanagement of Examples of factors related to innovation.. Source: Prepared by the authors.Organizational competitiveness factors BBR, Braz.Bus.Rev.(Engl.ed., Online), Vitória, v. 9, n. 1, Art. 2, p. 25-42, jan-mar 2012 www.bbronline.com.brThere was widespread concern in the texts surveyed about innovation in organizations.This concept is closely tied to changes in the market, described previously, in the global scenario.To remain competitive in the new world order of constant changes, firms need to adopt innovative postures in their productive processes.Therefore, The associated expressions found were: demand conditions, focus on the customer, customer participation, products aligned with the market, public relations and relationships with customers.
True competitive advantage is related to the dynamic capabilities created in processes.The need to create coordination mechanisms to meet demands in terms of quality, traceability, standardization and certification, which are the key elements to build the dynamic capabilities for insertion in the global market.