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Structural model equation analysis using SmartPLS 3.0 shows that cost leadership, differentiation, and intellectual capital improve MSME performance positively. 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Performance  \nNi Nengah Seri Ekayani1, Ni Ketut Sariani2, Ni Nyoman Suriani3  \n1,2,3 Faculty of Economics and Business, Warmadewa University, Denpasar, Bali, Indonesia  \nABSTRACT: This study aims to examine the role of Intellectual Capital in moderating the effect of Competitive Advantage on MSME Performance. Resource-Based View Theory (Barney, 1991) and Porter's Strategic Generic Theory (1980) underlie this research. Primary data was collected using a survey method of 100 MSME managers throughout Bali. The data analysis method used is to use a structural model equation approach with the help of SmartPLS 3.0 software. The results showed that the cost leadership strategy, differentiation strategy and intellectual capital had a significant positive effect on the performance of MSMEs. However, intellectual capital is not able to moderate the effect of cost leadership strategy, differentiation strategy on MSME performance in Bali.  \nKEYWORDS: Competitive Advantage, Intellectual Capital, MSME performance.  \nI. INTRODUCTION  \nMicro, Small and Medium Enterprises (MSMEs) are considered as \"engines\" of economic growth in industrialized, developing, and underdeveloped countries (Anwar, et al., 2018) . SMEs play an important role in creating job opportunities and subsequently able to encourage Indonesia's economic development, as stated by the Indonesian MSME Association (Akumindo) that in 2020 the contribution of MSMEs to Indonesia's Gross Domestic Product (GDP) will reach 65% or around Rp. 2394.5 Trillion (Ingratubon, 2020; Yuliantari & Pramuki, 2021; (Satya & Pramuka, 2021) .  \nScouts & Kusumawati,(2020)confirmed that with the COVID-19 pandemic, it is certain that almost all MSMEs nationally and especially in Bali experienced a decline in performance. The COVID-19 pandemic has caused operating profits to decrease significantly as production costs remain fixed or even increase while sales decline. Business costs that have increased during the pandemic are raw materials, transportation, labor, and other costs. The existence of MSMEs which are the pillars of Bali's economy has now collapsed due to the impact of the COVID-19 pandemic. One of the impacts is the sustainability of Micro, Small and Medium Enterprises (MSMEs) (Widnyani et al., 2021) .  \nSMEs are expected to always improve their performance in order to survive amid the uncertain conditions of the Covid-19 pandemic, one of the strategies is to implement a competitive strategy. It is very important for the company to adopt its activities continuously to ensure survival (Porter 1980), the company is exposing itself to the external environment, which is very unstable and leads to new opportunities and challenges. In order to remain competitive, companies need to regularly review their strategies, while maintaining their effectiveness and sustainable competitiveness to take advantage of opportunities and threats in the market. Therefore, strategic success requires a proactive business approach (Pearce and Robinson, 2007) .  \nPorter's competitive strategy can be used to address the core issues that concern most organizations, namely efficiency (cost) and product/service quality. Competition is very important to ensure an up to date and competitive business approach. Several studies have been conducted that have successfully confirmed that competitive strategy has a positive and significant effect on organizational performance (Bull, 2017; Isaboke, 2018; Gure, 2018; Afiyati, 2019 and Oktavian, 2019) .  \nA company can gain a competitive advantage through cost leadership strategies, namely lowering business costs, and differentiation strategies, by creating differences (uniqueness and variety) in products and services (Porter, 1980) . However, the implementation of a competitive strategy to gain a competitive advantage is not always able to improve the company's performance. As the findings of Sar","cbCain88s0lW1MRS","https://ap.wps.com/l/cbCain88s0lW1MRS","pdf",751878,"English","# Introduction\n## Research Background\n## Competitive Strategy and Competitive Advantage\n## Research Gaps and Novelty\n## Intellectual Capital as a Moderating Variable","[{\"question\":\"What is the main purpose of the study?\",\"answer\":\"To examine the role of intellectual capital in moderating the effect of competitive advantage on MSME performance.\"},{\"question\":\"Which data collection and analysis methods were used?\",\"answer\":\"Primary data were gathered via surveys of 100 MSME managers in Bali and analyzed using a structural model equation approach with SmartPLS 3.0.\"},{\"question\":\"What do the results say about intellectual capital’s moderating role?\",\"answer\":\"Intellectual capital has a significant positive effect on MSME performance, but it does not moderate the effects of cost leadership and differentiation strategies on performance in Bali.\"}]","The Role of Intellectual Capital in Moderating the Effect of Competitive Advantage on MSME Performance | PDF",23]