In an era where knowledge has become one of the most valuable assets, the ability to effectively gather, store, manage, and utilize knowledge is critical. Given the ever-changing market needs, the sustainable competitive advantage of a company is crucial. The aim of this research is to analyze the role of knowledge management capabilities in sustainable competitive advantage and to assess the effectiveness of the impact provided by knowledge sharing and the innovation value chain in enhancing a company's competitive advantage. The research method employed is quantitative research using a questionnaire with a 1 – 7-point Likert Scale for data collection. This study was conducted on employees, staff, and managers of a state-owned bank in Indonesia, with a sample size of 206 respondents. Data analysis will be performed using Structural Equation Modeling (SEM) technique with SmartPLS 4 software. The results of hypothesis testing indicate that the influence of knowledge management capabilities on knowledge sharing, and the innovation value chain is statistically significant. Furthermore, there is a statistically significant influence between knowledge sharing and sustainable competitive advantage, and knowledge sharing mediates the relationship between knowledge management capabilities and sustainable competitive advantage. The influence of the innovation value chain on sustainable competitive advantage is also significant, however, there is no significant evidence found that the innovation value chain mediates the relationship between knowledge management capabilities and sustainable competitive advantage.

The present study centered on the mediation of innovation and the moderation of collective organizational engagement in affecting human capital (a combination of skill and knowledge) on sustainable competitive advantage and further examined human capital, innovation, and collective organizational engagement impacts on sustainable competitive advantage. Subsequently, this study utilized a quantitative approach, engaging 270 sample frame SME units in Indonesia using a Likert scale questionnaire and examining it using SEM-PLS. The findings demonstrate that human capital positively and significantly impacted innovation and sustainable competitive advantage, indicating that a high level of business skill, business orientation, perception of risk, and know-how management enhances the organization’s innovation capability, creating distinctive, exceptional, and invaluable resources as core competencies of sustainable competitive advantage. This study confirms and advances the RBV theory and previous studies by examining intangible resources' mediating and moderating role, in which innovation contributes to mediating the effect of human capital on sustainable competitive advantage and collective organizational engagement reinforces (moderates) the impact of human capital on establishing sustainable competitive advantage. So, the results of this research illuminate the significance of human capital, innovation, and collective organizational engagement as the organization’s superior resources in manifesting sustainable competitive advantage.

Literature indicates it is crucial to understand how SMEs could adapt to changes in their external environment to develop a competitive advantage. However, there is limited discussion on how entrepreneurs’ resilience functions as one of the dynamic capabilities required to maintain their company’s competitive advantage in the long-term. This study aimed to investigate how entrepreneurial resilience affects SMEs ability to achieve sustainable competitive advantage. It also analyzed the moderating role of local cultural values in reinforcing resilience and sustainable competitive advantage. The population consisted of 400 handicraft SME who were thought of as Bali’s sustaining tourism sector. The results demonstrated that financial capital, human capital, and social capital were factors that shaped entrepreneurial resilience, where the ownership of capital and access to capital helped entrepreneurs when encountering changes in the dynamic and challenging industrial environment, where the role of financial capital was one of the sources of resilience that had the most significant influence. Furthermore, entrepreneurial resilience also contributed significantly to the achievement of sustainable competitive advantage. Moreover, the results also indicate that local cultural values strengthen entrepreneurial resilience because entrepreneurs who adjusted to local cultural norms developed in the surrounding community tended to respond positively to their behavior. Positive environmental acceptance could reinforce entrepreneurial resilience, given the psychological support of their behavior.

This study aims to clarify the effect of career capital on the sustainable competitive advantage when human resource management’s capabilities work as a mediator variable in construction companies specializing in concrete in Amman. The total number of companies are (23), the companies that showed cooperation and filled out the questionnaire were (17) companies. The study population consisted of (1400) employees from various administrative levels. Applying the study to the whole study population is difficult due to its large size; thus, a simple random sampling method is used. (302) questionnaires were distributed, the retrieved questionnaires valid for analysis were (250) and constituted of (83%). The unstructured interviews were adopted to define the study problem in the construction companies specialized in concrete. The questionnaire is the tool for measuring the study variables by collecting data and then analyzing those using descriptive and inferential statistics. The most important study results are that in the construction companies specialized in concrete industries in Amman; the level of career capital was high, and the level of sustainable competitive advantage was medium. At the same time, the results showed that the level of human resource management capabilities was high. The results also indicate that human resource management's capabilities partially mediate the impact of career capital and the sustainable competitive advantage. Human resource management's capabilities contributed to increasing this impact; this means that human resources management's capabilities play an essential role in activating the relationship between career capital and sustainable competitive advantage.

This research aims to explore the impact of ability, motivation, and opportunity (AMO) model to enhance human resource management practices on sustainable competitive advantage. The dimensions of the AMO model were ability-enhancing human resource management practic-es, motivation-enhancing human resource management practices, and opportunity-enhancing human resource management practices. The population consisted of all managers on the top managerial level at insurance companies. The purposive sample was composed of (124) man-agers, where the questionnaires returned, and valid for statistical analysis were (106), with the responding rate (85.5%). Structural equation modeling was used for statistical analysis and testing research's hypotheses. The results indicated that all dimensions of AMO model to en-hance human resource management practices had influenced on sustainable competitive ad-vantage. Hence, the recommendations were oriented to the organizations to improve the recruitment and training practices, as well as encouraging the employees by fair compensations and empowering them to achieve the organization's goals.

The aim of this study was to examine the role of entrepreneurial marketing as a mediating variable in the relationship between environmental turbulence and dynamic capability with sustainable competitive advantage. This study involved 130 craft industries in Malang Regency, Malang City, and Batu City, East Java, Indonesia. Application of loading factor followed by SEM-PLS developed a model showing how environmental turbulence and dynamic capability influence on entrepreneurial marketing which consequently leads to differentiation and performance improvement which are the established indicators of sustainable competitive advantage for the firms. The model was empirically validated using model fit indices and was found satisfacto-ry. The findings show that environmental turbulence did not have any significant relationship with a sustaina-ble competitive advantage. Dynamic capability had a significant relationship with a sustainable competitive advantage. Entrepreneurial Marketing mediates the relationship between environmental dynamic capabilities with sustainable competitive advantage. The analysis shows that highly dynamic capability and entrepreneurial marketing tends to highly sustainable competitive advantage. It indicated that dynamic capability and entrepreneurial marketing offer systematic model for supporting Micro, Small, and Medium Enterprises (MSMEs) to build a well-maintained environment and sustainable competitive advantage.

Sustainable Competitive Advantage (SCA) is very much needed in the development of the business world. This study aims to determine the model of increasing the SCA variable with Entrepreneurial Capability (EC) and Knowledge Integration Capability (KIC) directly or through Supply Chain Management (SCM) variables indirectly so that the objectives of SCA in small and medium enterprises (SMEs) can be achieved effectively. The research method used is a quantitative method with a structural model type using the SmartPLS version 3.2 program. The population in this study were all 2,296 administrators and members of IPEMI West Java. The sampling method used is random sampling. Data collection techniques using questionnaires were addressed to 360 respondents and 344 respondents were properly collected. The results show that EC influenced SCA with a T statistics score of 3.971, EC for SCM was 4.858, KIC for EC was 13.874, KIC for SCA was 1.886, KIC against SCM was 7.876, and SCM against SCA was 7.796 and it can be concluded that KIC to SCA can be significant if it is through SCM.

This research aimed to analyze the relationship between electronic human resources (e-HRM) and sustainable competitive advantage, organizational agility and sustainable competitive advantage, and sustainable innovation and sustainable competitive advantage in the manufacturing industry in Indonesia using a quantitative approach. The population of this research was managers of manufacturing companies in Indonesia. A total of 800 online questionnaires were sent using a simple random sampling method and 540 valid questionnaires were received. The questionnaire contains statement items using a Likert scale from 1 to 7. To measure the structural model and to test research hypotheses, the research used the PLS-SEM method with WarPLS 7.0 software. The stages of data analysis in this research were reliability and validity tests, significance tests and hypothesis testing. This research concludes that e-HRM had a positive and significant relationship with sustainable competitive advantage, Organizational Agility had a positive and significant relationship with sustainable competitive advantage and sustainable innovation has a positive and significant relationship with sustainable competitive advantage. The research emphasizes that e-HRM practices encourage sustainable innovation and organizational agility to achieve competitive advantage. The study also provides a more comprehensive understanding that e-HRM practices contribute to sustainable competitive advantage by driving continuous innovation and strengthening organizational agility. The research emphasizes the importance of utilizing digital technology for human resource management (HRM) processes, organizations must implement digital transformation by adopting e-HRM practices to increase manufacturing efficiency and effectiveness thereby increasing performance and competitiveness. This research encourages companies to increase continuous innovation to increase sustainable competitiveness.

During the past few years, dynamic capability (DC) has been considered as an important issue in banking industry. This paper presents a survey on dynamic capability and its role on reaching sustainable competitive advantage (SCA) within Mellat bank of Iran (MBI). A valid research instrument is utilized to conduct a survey among 150 managers from MBI. The study utilizes structural equation modelling to examine different hypotheses based on an integrated model of DC and SCA. According to literature studies, expert opinions and exploratory factor analysis, DC is classified into sensing, learning, reconfiguration, and coordination. Furthermore, SCA of the banking industry is classified into three dimensions: market, customer, and financial performance. The results indicate that DC had the greatest effect on the market centered, while it had the least influence on the customer centered.

This paper seeks to investigate the impact of Electronic Human Resource Management (e-HRM) practices on attaining Sustainable Competitive Advantage (SCA) in the context of the Jordanian Industrial Sector (JIS) and identify the mediating role of e-HRM Perceived Usefulness (PU) and e-HRM Perceived Ease of Use (PEOU). Furthermore, it investigates the moderating role of User Satisfaction and e-HRM Continuance Usage Intention. To achieve the paper objectives, a Mediated-Moderation Model was designed. The researchers distributed (750) questionnaires, (615) questionnaires were returned and validated for analysis in HRM and development divisions and based on a Census method with the response rate was about (82%). The ‘Structural Equation Modeling’ (SEM) methodology was used, and for analysis, SPSS and Amos were applied. The results indicated that e-HRM practices had significant influence on SCA. The paper also demonstrated that there was a significant mediate effect of TAM constructs on the relationship between e-HRM practices and SCA. Finally, the findings indicated that the user satisfaction and e-HRM continuance usage intention did not moderate the relationship between e-HRM-PEOU and PU and SCA path.