The complex interactions of industrial Policy, structural transformation, economic growth, and competitive strategy within regional industries are examined in this research. Using a dynamic capabilities framework, the study examines the mediating roles of organizational innovation and adaptability in the link between competitiveness and macroeconomic variables. A two-way fixed effects model is used in this study to examine the influence of structural transformation (ST) on Industrial Policy (IP). Using regional data covering the years 2010 to 2022, the research undertaken in this paper explores the dynamics of the Indonesian economy by empirically assessing the consequences of structural change on industrial Policy. In order to establish a comprehensive model that clarifies the mechanisms through which industrial policies and structural shifts impact the development of dynamic capabilities, ultimately influencing competitiveness strategies, this research draws on a large amount of empirical data and integrates insights from seminal works. Our research adds to our knowledge of strategic management in regional industries by providing detailed information on how economic development and policy interventions influence businesses’ ability to adapt and gain a competitive edge. In addition to advancing scholarly discourse, this study offers business executives and politicians valuable insights for managing the intricacies of global economic processes.

Currently, numerous companies intend to adopt digital transformation, seeking agility in their methodologies to reinvent products and services with higher quality, reduced costs and in shorter times. In the Peruvian context, the implementation of this transformation represents a significant challenge due to scarcity of resources, lack of experience and resistance to change. The objective of this research is to propose a digital transformation model that incorporates agile methodologies in order to improve production and competitiveness in manufacturing organizations. In methodological terms, the hypothetical deductive method was used, with a non-experimental cross-sectional design and a quantitative, descriptive and correlational approach. A questionnaire was applied to 110 managers in the manufacturing sector, obtaining a Cronbach’s alpha coefficient of 0.992. The results reveal that 65% of the participants consider that the level of innovation is regular, 88% think that the competition in their companies is of a regular level, and 76% perceive that the level of change is deficient. The findings highlight the importance of digital transformation in manufacturing companies, highlighting the adoption of agile methodologies as crucial to improving processes and productivity. In addition, innovation is essential to developing high-quality products and services, reducing costs and time. Digital transformation with agile methodologies redefines the value proposition, focusing on the customer and improving their digital experience, which differentiates companies in a competitive market.

The objectives of this study were to 1) examine the impact of strategic management accounting (SMA) that influences business sustainability by integrating comprehensive internal information and external business environment to formulate strategic decision-making to enhance competitiveness, and 2) investigate the serial mediating role of business strategies and competitive advantages. Data were collected from a total of 168 samples of listed companies in the Stock Exchange of Thailand and analyzed by using partial least squares structural equation model. The results showed that strategic management accounting had a positive direct impact on innovation-oriented strategy, efficiency-oriented strategy, and sustainable performance. Innovation-oriented strategy and competitiveness was found to have serial mediating effect on strategic management accounting and performance sustainability. However, both efficiency-oriented strategy and competitiveness had no serial mediating effect on strategic management accounting and sustainable performance. The implications in this present study confirm that strategic management accounting plays a significant role in determining effective business strategies; therefore, executives need to focus on related resources to foster the strategic management accounting which in turn enhances the firm’s competitiveness and sustainable performance.

In this paper, we explore the static and dynamic effects of oil rent on competitiveness in Saudi Arabia’s economy during the period 1970–2022. In addition, we examined the short-run, strong and long-run relationships between exports and industry, inflation, energy use (oil rents) and agriculture using the Autoregressive Distributed Lag (ARDL) approach developed. The analysis showed that government spending will contribute to enhancing the competitive environment with a difference of one year. Moreover, the industry will contribute to increasing competitiveness for a positive relationship in the long term. The results stated that there is an insignificant relationship between competitiveness, inflation, and oil rents. The analysis also shows that inflation has a negative impact with statistical significance in the short term. In addition, the error correction model (ECM) coefficient is negative and has statistical significance at 0.76 at a 1% significant level, which indicates the existence of an error correction mechanism and thus the existence of a long-term relationship between the variables.

Focusing on Shanghai Port, this in-depth study explores how government support can make port organizations more competitive. This study shall implement qualitative analysis based on in-depth interviews with key industry and government leaders to break down the complicated actions taken by the government and how they have changed the operational and strategic skills of the port industry. Seven factors were found in our study to be the most crucial support factors: Financial, regulatory, infrastructure growth, talent, market, policy, and organizational support. In their ways, each of these groups undermines the ability of port businesses to compete. For instance, finance can make ports more competitive in aspects such as tax cuts, lower interest rates, innovation and R&D funds, financing programs, venture capital funds, and putting up R&D sites. Supporting regulations makes sure that there is fair competition and smooth operations. This is done by protecting intellectual property, keeping the market going smoothly, improving the business environment, and monitoring market regulations. Building new infrastructure, such as innovation and updated buildings, enables the smooth running of the port businesses and minimizes wastage of time; thus, more time is spent on production. Supporting talent, the market, and policy all work together to make the human capital, international cooperation, and strategic regulatory framework that a company needs to stay ahead in the long run. It is clear from organizational support how important collaborative networks are for making ports more competitive. These networks, for instance, can be of assistance in helping schools and businesses work together, create new technologies, and find ways for companies and colleges to study together. This study examines these support systems to determine where the government should step in and how the systems can be made better to make ports more competitive. In terms of practical contribution, this in-depth study helps policymakers and port workers plan for the future. This study shows a fair way for the government to support the port business, which changes with its needs and stays competitive in the world of trade.

Today it is obvious that corporate social responsibility (CSR) is more than just a volunteer activity, it is also related to the operation of the firms and to competitive advantages. Many factors influence CSR and CSR-competitiveness relations; firm size could be the most crucial one. Originally CSR is related to large companies, although smaller firms can be active in CSR mainly in different ways with different background. Based on this idea the paper aims to explore the correlation between small and medium-sized enterprises’ (SMEs) corporate social responsibility (CSR) and competitive advantages. An interview research was conducted among thirty SMEs in a Hungarian city of Győr in 2021/22 to reveal how owner-managers interpret CSR, competitiveness and their relations. As SMEs cannot provide exact data on this topic the personal perception method was used to explore the CSR-competitiveness relation. A moderate relation was observed between CSR and competitiveness and the research revealed that different methodologies have to be applied for SMEs than large companies which results from the fact that SMEs’ CSR is less formal and lacks exact data.