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further contribute to the formation of strategy and development of model for SCA knowledge. Besides, the research
is expected to assist and enable the firm’s decision makers to develop competitive strategies in sustaining a better
performance over the rivals in this highly competitive and dynamic post pandemic outbreak business condition. While
present research provides an important and significant insight into study on validating SCA in electronics industries in
Malaysia, it also promotes numerous promising possibilities for further future researches.
Keywords
sustainability, competitive advantages, pandemic, electronics.
JEL Classification
L63, M11
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Appendix
Survey items for sustainable competitive advantages:
Lower cost advantage
LCA1 The organization making products more cost efficient.
LCA2 The company improves the cost required for coordination of various products.
LCA3 The company improves the utilization of available equipment, products and facilities.
Differentiation advantage
DFA1 The company creates valuable products in defending itself against environmental threats.
DFA2 The company provides rare products that are difficult for competitors to acquire.
DFA3 The company offers imperfectly imitable products that are difficult for competitors to imitate.
DFA4 The company introduced strategically irreplaceable products that are difficult to be replaced by another
strategic equivalent.
DFA5 The company provides products that are different from competitors.
DFA6 The company offers a broader range of products from competitors.
DFA7 The company customizes the products to customer need.
DFA8 The company provides after sales service and customer support.
International Conference on Sustainability 99
(5 Sustainability Practitioner Conference)
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