Competitive Advantage and Organizational Behavior of Small and Medium Enterprises (SMEs) in the Real Estate Service Business

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Niti Rattanaprichavej

Abstract

     This research aims to study small and medium enterprises (SMEs) in the real estate
service business conforming to the ASEAN Economic Community Blueprint, which addresses
that the community members must accept a free trade of service businesses such as property
management and real estate broker business. The objectives of this study are to examine the
relationship between the types of SMEs and their competitive advantage, to study the level of
competitive advantage, and to study the relationship between competitive advantage and driver
factors.
The study uses survey and cross-sectional as well as empirical investigation. A survey
and online questionnaire have been conducted to identify the effect of determinants toward
competitive advantage. The sample is composed of SMEs in the real estate service business.
The study has been tested at an organizational level with samples of SME entrepreneurs,
business successors, or board of directors or management team. Quantitative analysis has been
conducted through multiple regression analysis with 198 samples. To confirm the findings, the
result has been shared and discussed further with stakeholders and scholars from an educational
institution. From literature reviews, competitive advantage can be categorized into differentiation
and service quality aspects and driver factors with the concept of organization behavior, including
organizational leadership, inter-organizational collaboration, technological capability, and
organizational responsiveness. Research findings illustrate that each aspect of competitive
advantage needs a different set of driver factors to explain either the direct or the indirect effect.
Interestingly, technological capability is a perfect mediator of leadership and inter-organizational
collaboration toward competitive advantage. Although, service quality is suitable to exploit in any
situation, differentiation is suitable to exploit in a highly competitive market which will significantly
expand an opportunity for the firm. In additions, service quality is difficult to manage; however,                                                                                                                                                                                                                                                                        it is considered important to develop a real estate service firm sustainably with the competitive
advantage of better service quality.

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