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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


                  REFERENCES

                  •   Auzair, S. M., and Langfield, S. K. (2005). The effect of service process type, business strategy and life cycle stage on
                     bureaucratic MCS in service organizations. Management Accounting Research, 16(4), 399-421.
                  •   Hilmi, M. F., Ramayah, T., Mustapha, Y., and Pawanchik, S. (2010). Product and Process Innovativeness: Evidence
                     from Malaysian SMEs. European Journal of Social Sciences, 16(4), 556-564.
                  •   Narentheren,  K.,  and  Haim,  H.  (2014).  Building  Strategic  Business  Model  through  Underpinning  Theories.
                     International Journal of Management Research and Review, 4(3), 327-333.
                  •   Paul, S. K., and Chowdhury, P. (2020). A Production Recovery Plan in Manufacturing Supply Chains for a High-
                     Demand Item during COVID-19. International Journal of Physical Distribution & Logistics Management, article in
                     press. doi:10.1108/ijpdlm-04-2020-0127
                  •   Rajah, R. (2015). The Industrial Policy Experience of the Electronics Industry in Malaysia. Kuala Lumpur, Malaysia:
                     World Institute for Development Economics Research. doi:10.35188/UNU-WIDER/2015/012-6
                  •   Salem, A. A. (2015). Achieving Competitive Advantage in Economic Crisis. International Journal of Economics and
                     Finance, 7(9), 287-292. doi:10.5539/ijef.v7n9p287
                  •   Wahyuni, S., Alia, N. A., and Anom, J. S. (2012). The Key Success Factors of Penang as Silicon Valley of the East. SBS
                     Journal of Applied Business Research, 1, 1-18.

                  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.













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