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Economic value added and competitive position of enterprises: Case research

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  • Grabowska, Marlena

Abstract

The principal goal of this study is to provide economic analysis of value added in the context of problems of competitive position in enterprises. A relationship presented in the literature that occurs between competitive position in the enterprise and its ability to generate value added. The selected tools for measurement of competitive position in the enterprise were presented, among which the authors included enterprise concentration rate and economic value added. EVA concept was also characterized. The empirical investigations focused on the companies listed in the Warsaw Stock Exchange. Based on the empirical analysis, the study found a significant difference between the place in the ranking of the value added and the degree of enterprise's participation in the market.

Suggested Citation

  • Grabowska, Marlena, 2014. "Economic value added and competitive position of enterprises: Case research," Business and Economic Horizons (BEH), Prague Development Center (PRADEC), vol. 10(3), pages 1-12.
    • Handle: RePEc:ags:pdcbeh:246019
    DOI: 10.22004/ag.econ.246019
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    File URL: https://ageconsearch.umn.edu/record/246019/files/201505210531_14_BEH_Vol10_Issue3_2014_Grabowska_Economic_value_added_and_competitive_position_165-176.pdf
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    References listed on IDEAS

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    1. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    2. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
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    Cited by:

    1. Ashita Agrawal & Pitabas Mohanty & Navindra Kumar Totala, 2019. "Does EVA Beat ROA and ROE in Explaining the Stock Returns in Indian Scenario? An Evidence Using Mixed Effects Panel Data Regression Model," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 44(2), pages 103-134, May.

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