Anahtar Kelimeler
competitive advantage
resource-based view
dynamic capabilities
strategic sensing
Nasıl Atıf Yapılır
Özet
This research addresses this impasse by introducing and thoroughly defining Market Feel (MF) as the strategist’s essential sixth sense – an intuitive, experiential ability that goes beyond traditional “five-sense” data. This study intellectualizes MF as a new strategic resource within the Resource-Based View and dynamic capabilities frameworks, highlighting its microfoundations in deep experiential learning, advanced pattern recognition, and empathic attunement. Combining cognitive science with strategic theory and examining qualitative case studies of firms that demonstrate outstanding MF highlights its essential role: facilitating the proactive recognition of hidden opportunities and emerging threats through a comprehensive synthesis of subtle signals. Importantly, MF’s intrinsic tacitness, along with social complexity and path dependency, creates strong isolating mechanisms that make it exceptionally resistant to imitation. The findings require a fundamental change in perspective, redefining sustainable competitive advantage as primarily focused on human elements. This work provides a strong theoretical framework along with practical approaches for fostering MF, highlighting the importance of leadership development, reflective practice, diverse experiences in talent selection, and supportive cultural structures necessary for managing complexity.
Referanslar
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Braun, V., & Clarke, V. (2022). Thematic analysis: A practical guide. SAGE Publications.
Dzreke, S. S. (2025a). Adapt or perish: How dynamic capabilities fuel digital transformation in traditional industries. Advanced Research Journal, 9(1), 67–90. https://doi.org/10.71350/3062192584
Dzreke, S. S. (2025b). Sovereignty arbitrage 5.3x ROI: Apple’s $900M strategic pivot and the geopolitical resilience matrix (GRM). Engineering Science & Technology Journal, 6(8), 450–467. https://doi.org/10.51594/estj.v6i8.2036
Dzreke, S. S. (2025c). The symbiotic interplay between big data analytics (BDA) and artificial intelligence (AI) in the formulation and execution of sustainable competitive advantage: A multi-level analysis. Frontiers in Research, 4(1), 35–56. https://doi.org/10.71350/30624533119
Dzreke, S. S., & Dzreke, S. E. (2025d). Navigating the black swan: Stress-testing marketing strategies for geopolitical shock preparedness. Advanced Research Journal, 10(1), 22–38. https://doi.org/10.71350/3062192588
Dzreke, S. S., & Dzreke, S. E. (2025e). The algorithmic hand: Investigating the impact of artificial intelligence on service delivery, customer interactions, and efficiency. International Journal of Latest Technology in Engineering Management & Applied Science, 14(6), 840–857. https://doi.org/10.51583/IJLTEMAS.2025.140600092
Dzreke, S. S., & Dzreke, S. E. (2025f). Preventing complaints before they happen: How AI-driven sentiment analysis enables proactive service recovery. Advanced Research Journal, 10(1), 39–55. https://doi.org/10.71350/3062192589
Dzreke, S. S., & Dzreke, S. E. (2025g). The algorithmic-based view: Why data, models, and systems replace VRIN as the core of competitive advantage. Computer Science & IT Research Journal, 6(9), 602–615. https://doi.org/10.51594/csitrj.v6i9.2061
Dzreke, S. S., & Dzreke, S. E. (2025h). The causal mechanisms linking Big Data Analytics Capability (BDAC) to AI-driven dynamic capabilities: A mixed-methods investigation. Computer Science & IT Research Journal, 6(9), 616–631. https://doi.org/10.51594/csitrj.v6i9.2062
Dzreke, S. S., & Dzreke, S. E. (2025i). The influencer equity equation: Analyzing influencer marketing’s effect on brand equity via the perspectives of authenticity, credibility, and engagement. International Journal for Multidisciplinary Research, 7(3), 1–23. https://doi.org/10.36948/ijfmr.2025.v07i03.48683
Dzreke, S. S., & Dzreke, S. E. (2025k). The symbiotic dance: How agile supply chains and strategic marketing orchestrate brand responsiveness to evolving consumer demands. Advances in Business & Industrial Marketing Research, 3(3), 151–162. https://doi.org/10.60079/abim.v3i3.624
Felin, T., & Powell, T. C. (2016). Designing organizations for dynamic capabilities and adaptability: A resource based view. Strategic Management Journal, 37(13), 265–284.
Foss, N. J., & Klein, P. G. (2020). The theory of the firm: Microeconomics with endogenous entrepreneurs, firms, markets, and organizations. Cambridge University Press.
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2019). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 22(1), 15–31. https://doi.org/10.1177/1094428119836037
Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
Hodgkinson, G. P., & Healey, M. P. (2018a). Cognition in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 5, 57–86. https://doi.org/10.1146/annurev-orgpsych-032117-104813
Hodgkinson, G. P., & Healey, M. P. (2018b). Strategic intuition: Toward a synthesis of analytical and intuitive thinking. Academy of Management Perspectives, 32(4), 473–492. https://doi.org/10.5465/amp.2016.0140
Homburg, C., Krohmer, H., & Workman, J. P. (2015). Marketing management: Theory and practice. Springer.
Jiang, D., Li, Q., & Zong, Y. (2023). Digital transformation capability, organizational strategic intuition, and digital leadership: Empirical evidence from high tech firms’ performance. Journal of Risk and Financial Management, 18(7), Article 405. https://doi.org/10.3390/jrfm18070405
Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
Lincoln, Y. S., Lynham, S. A., & Guba, E. G. (2018). Paradigmatic controversies, contradictions, and emerging confluences, revisited. In N. K. Denzin & Y. S. Lincoln (Eds.), The SAGE handbook of qualitative research (5th ed., pp. 108–150). SAGE Publications.
Lippman, S. A., & Rumelt, R. P. (2021). Uncertain imitability: Social complexity and causal ambiguity as barriers to replication. Strategic Management Journal, 42(6), 1123–1147. https://doi.org/10.1002/smj.3257
McGrath, R. G. (2019). Seeing around corners: How to spot inflection points in business before they happen. Houghton Mifflin Harcourt.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Parmar, B. L., Smith, P., & Sultan, F. (2020). The paradox of data richness: Can more information impede strategic insight? Journal of Strategic Information Systems, 29(1), 101–118. https://doi.org/10.1016/j.jsis.2019.05.004
Salas, E., Rosen, M. A., & DiazGranados, D. (2019). Expertise-based intuition in complex decision-making. Journal of Applied Psychology, 104(8), 1035–1051. https://doi.org/10.1037/apl0000370
Secchi, D., & Cowley, S. (2021a). Experiential learning and tacit knowledge in managerial judgment. Journal of Management Studies, 58(5), 1230–1255. https://doi.org/10.1111/joms.12693
Secchi, D., & Cowley, S. (2021b). Learning by doing and tacit knowledge in organizational strategy. Journal of Organizational Behavior, 42(3), 345–362. https://doi.org/10.1002/job.2480
Shepherd, D., Patzelt, H., & Haynie, J. (2021). Metacognition and strategic sensemaking in dynamic environments. Academy of Management Review, 46(1), 1–25. https://doi.org/10.5465/amr.2019.0235
Tang, J., Kacmar, K., & Busenbark, J. R. (2021). Entrepreneurial alertness and opportunity recognition: A multilevel perspective. Journal of Business Venturing, 36(4), 106–122. https://doi.org/10.1016/j.jbusvent.2021.106021
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https://doi.org/10.1016/j.lrp.2017.06.007
Vogus, T. J., & Sutcliffe, K. M. (2020). Organizational mindfulness and performance under high-reliability conditions. Journal of Management Studies, 57(7), 1364–1387. https://doi.org/10.1111/joms.12636
Bu çalışma Creative Commons Attribution 4.0 International License ile lisanslanmıştır.
Telif Hakkı (c) 2025 Simon Suwanzy Dzreke, Semefa Elikplim Dzreke