COMPETITIVE ADVANTAGE IN THE ERA OF SOCIETY 4.0: A SYSTEMATIC LITERATURE REVIEW ON SDG

Context: Competitive advantage and the society 4.0 era have received increasing attention from the scientific and practitioner communities, with the two themes considered to be highly attractive avenues of topical research. Objective: The study addresses three objectives (1) common competitive advantage practices during the period 2016-2023 and (2) uncommon areas of competitive advantage practices in the research landscape during the society 4.0 era between 2016-2023, and (3) areas that need attention in future competitive advantage practices research. Method: A systematic literature review methodology in accordance with the Preperred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines was utilised to address these objectives. Following predetermined article selection criteria, 52 articles were included from the Scopus database for review. Results: This study found gaps in implementing the latest innovation developments, such as green innovation which is still not widely used by companies when compared to innovation in general. In addition, digitalisation is also less of a concern in the research findings of competitive advantage in the society 4.0 era. This phenomenon can be investigated more deeply in future research or the Soci. Contribution : This article can be an additional reference for researchers who will research and elaborate on cognitive abilities in the era of disruption.


INTRODUCTION
Currently, companies in various sectors must continue to innovate to remain relevant and excel in the market.Business competition is intensifying, making competitive advantage the key that allows companies to not only survive but also thrive in the midst of intense competition (Irungu et al., 2020).
The concept of competitive advantage has evolved over time, from resourcebased approaches that emphasise the importance of physical and financial assets, to more modern approaches that recognise the role of dynamic capabilities, innovation and corporate social responsibility (CSR) (Dahiya et al., 2021).Michael Porter, with his theory of competitive advantage, stated that companies can achieve competitive advantage through two main strategies: differentiation and cost leadership (Dvouletý & Blažková, 2020).However, in practice, companies often need to combine different strategies and utilise their unique resources to create a competitive advantage.
Competitive advantage is a critical factor for organisations striving for sustainable success in today's dynamic business environment.Research has identified gaps in understanding competitive advantage and business performance (Samad, 2018).Other research examines areas such as financial literacy (Sugangga, 2023), digitalisation (Setyawati, 2023), sustainability (Satar, 2023), strategic leadership (Huraizi & Marni, 2023), and knowledge management (Maâlaoui, et al., 2020) in the context of improving competitive advantage for Small and Medium Enterprises (SMEs).However, the author found little research that supports competitive advantage in companies.
So this research will provide benefits for academics in developing new theories about competitive advantage, as well as for business practitioners in formulating more effective strategies.With this background, the journal on competitive advantage is expected to be a valuable reference in the field of strategic and business management, helping companies to not only survive but also excel in an increasingly competitive global market.

COMPETITIVE ADVANTAGE
Competitive advantage is a fundamental concept in strategic management that focuses on a company's ability to outperform its competitors by offering unique value to customers (Asiaei et al., 2021).In the era of Society 4.0, competitive advantage takes on a new dimension, influenced by technological advances, digital transformation, and the ever-evolving dynamics of society.Porter's seminal work highlights that in this era, knowledge has emerged as an important factor for economic development, especially through improving labour productivity, which is seen as a competitive advantage for countries (Trinh., 2023).Companies that want to thrive in the transition from Society 4.0 to Society 5.0 must have a competitive advantage that enables them to deliver high-quality goods and services to meet the demands of this technology-driven era (lelasari & Bernarto, 2023).
In the era of Society 4.0, where technology and innovation play a crucial role in shaping industries, gaining a competitive advantage is becoming increasingly important for businesses to thrive (Wanaswa et al., 2021).
Competitive advantage, as defined involves implementing valuable and unique strategies that are difficult for competitors to replicate simultaneously (Oyombe et al., 2023).This idea is further supported by the importance of creativity in creating competitive advantages that are considered different and attractive to consumers (Muljaningsih, 2021).In this research, the Society 4.0 era is described as occurring in 2016-2023.So that a systematic literature review in that year becomes a benchmark in finding common and uncommon competitive advantages carried out by companies in the Society 4.0 era.So that it can be a picture for future research or the Society 5.0 era.

METHODOLOGY
Systematic literature reviews are crucial for consolidating and analyzing the available knowledge on diverse subjects.The PRISMA criteria are widely acknowledged as the benchmark for performing and reporting systematic reviews (Casey, 2013).Therefore, following the guidelines of PRISMA, we created a protocol during the planning phase of this study, and its details may be found in Table 1.This encompasses the techniques used to choose articles, the terms used in the search, the criteria for include articles, the methods used for analysis, and the format for reporting the findings.The guidelines guarantee that the review process is thorough, can be reproduced, and is open and clear (McLean et al., 2021).Table 1 indicates that the article selection procedure, analysis method, and reporting structure were developed in accordance with the PRISMA principles.The search phrases and criteria for including articles were determined during the planning phase and are detailed in Table 1.
Inclusion criterion 4 (Journal articles) was chosen for this study based on a justified need to screen articles in the systematic literature review (SLR).The decision to include journal articles was supported in part because of their high credibility, which is a result of undergoing a rigorous peer-review procedure.
Additional reasons for including journal articles in a study are their endorsement as part of the systematic literature review (SLR) (Tranfield, Denyer, & Smart, 2003;Xiao & Watson, 2019), their peer-reviewed nature, which ensures the information's quality and credibility (Zaharim et al., 2022), and their inclusion of thorough analyses, detailed methodologies, and comprehensive discussions, making them valuable sources of information for systematic reviews (Sharma et al., 2021).The articles were selected according to the PRISMA requirements, as indicated in Table 1.A PRISMA flow chart was created for this purpose.The process consists of three distinct stages: identification, screening, and selection.Figure 1 illustrates the sequence of steps that were implemented in the investigation.The search phrases used for identification were: 'competitive advantage', 'competitive', 'advantage', 'society', and 'business'.The Scopus database was searched using the OR operator to include all keywords, both for the same term and for separate terms.During the screening process, we utilized automated screening techniques.The database was used to automatically screen against criterion one to five given in Table 1, using the default restriction parameters.Articles that did not meet criteria one to five were excluded.After screening the articles automatically, the full versions of the remaining articles were retrieved for manual screening and eligibility assessment.Authors manually screen the articles independently.Manual screening by researchers is an important step in reducing bias in Systematic Literature Review (SLR) studies conducted using the PRISMA method.Through manual screening, researchers can ensure that only relevant and high-quality studies are included in the review, thus minimising the risk of bias in the selection process (Liao et al., 2021).This manual screening process increases transparency and replicability in the review results, as researchers carefully evaluate and select studies based on predefined criteria (Liao et al., 2021).
In this study, the mathematical tool VOSviewer was used.Incorporating VOSviewer into the SLR process can further enhance the analysis and interpretation of research findings (Chiaraluce et al., 2021).VOSviewer allows researchers to visualise the relationships between studies, authors, keywords and other bibliographic data, thus facilitating a deeper understanding of the literature landscape (Reis & Veríssimo, 2022).By creating network visualisations, researchers can identify common areas of research interest that are frequently discussed across different articles (Eck & Waltman, 2017).This process enables the identification of key themes, trends and clusters in the literature, which provides insight into the existing research landscape (Eck & Waltman, 2017).Thus, in accordance with the main objective of this research, looking for practices that are commonly used in competitive advantage, especially in the era of society 5.0.
The second objective is to uncover uncommon areas or emerging research topics, researchers can use VOSviewer to conduct co-occurrence analysis and identify less common themes or specialised areas in the literature.
By examining relationships between keywords, authors, or concepts that appear less frequently in the literature, researchers can determine unique research directions or gaps that require further exploration (Grieco, 2024).
The third objective of this study was to identify areas that need attention in future research on competitive advantage, which are discussed in Figure 6.
Areas in need of future research were identified using the keyword visualisation of co-operative density in Figure 8.This analysis can help researchers identify new research avenues and contribute to the advancement of knowledge in the field (Grieco, 2024).

RESULTS
During the initial phase, we discovered a total of 925 articles utilizing the PRISMA flowchart.Only articles published between 2016 and 2023 were considered for inclusion, while those that did not meet the criteria outlined in resulted in the exclusion of 43 conference proceedings, book series, and novels due to their lack of publication in journals.Furthermore, 7 items were omitted due to their non-English language, thereby satisfying criteria 5.No particular journals were searched and obtained in this investigation.Subsequently, the remaining 58 articles underwent manual screening, when the writers personally verified their eligibility.We discovered that 6 articles were deemed irrelevant due to the fact that the content of the journal did not effectively demonstrate the company's competitive advantage.In this investigation, 52 articles from the Scopus database were tracked using VOS viewer.
This section is dedicated to elucidating the attributes of the articles that are included.Table 2 presents the comprehensive data regarding the articles.
The review encompassed 52 publications that were published in 37 journals

Journal article source
Figure 4 illustrates the publication of articles by country.This briefly indicates that the topic of competitive advantage is spread across all countries, both developed and developing.We took this data from the Scopus Database.
It is found that Brazil and China have the most journals with competitive advantage topics with 6 journals each.Furthermore, the linkages in Figure 5 were examined using terms that were categorized into various colors.VOSiewer has categorized the terms into distinct groups based on their frequency of occurrence in each group.When categorizing keywords into a certain category, it indicates that all variables are interconnected and originate from a single phenomenon (Eck & Waltman, 2017).Table 5 displays three prevalent themes that arose from the clusters.
These are techniques that provide a competitive edge in the era of Society 4.0.
The author utilized the minimal keyword occurrence feature of VOSviewer software (version 1.6.20) to identify five clusters in VOSviewer.
Nevertheless, the author specifically selected three clusters that have the most significant nodes, namely the yellow, red, and green clusters.The author made this decision based on the belief that it adequately represents the areas frequently utilized for gaining a competitive edge in the period of Society 4.0, aligning with the primary purpose of this research.Table 3 displays the frequency of terms and their relationships as depicted in Figure 5.   (Husgafvel, R., et al., 2018), (Girdwichai, L., et all., 2019), (Narayan, R., Tidström, A., 2020), (Acciarini, C., et al., 2022), (Korucuk, S., et al., 2023), (Villa, C.F.H., et al., 2022), (Fulconis, F., et al., 2019) 6.These are keywords with less than two occurrences and are related to competitive advantage.This indicates that knowledge of the findings represented by these keywords is lacking because the variables are researched on fewer occasions.In the findings outside the keywords in Figure 6, we divide them into 2 clusters, namely market and customer focus and transformation, which can be seen in Table 4.These findings answer the second objective of the study.

Table 4.
Category keywords with less than two occurrences Thus, the discovery of 5 clusters can answer the third objective.That is, the areas that need to be considered in future competitive advantage.

DISCUSSION
This research is designed based on SLR that tries to synthesise (Williamson, P.J., 2016; Borges, M.R., Bueno, J.M., 2020).Dynamic capabilities are the company's ability to build and remodel the company's environment to deal with a rapidly changing environment (Alomari, K, et al., 2023).Innovation allows companies to offer different products or services (Paoloni, M, et al., 2020).By linking dynamic capabilities and innovation, it will achieve a level of performance that can compete with other companies (Williamson, P.J., 2016; Borges, M.R., Bueno, J.M., 2020).Results related to competitive advantage strategies in the red cluster, sustainability is the strongest node.Sustainability refers to practices that ensure that the company can continue in the long term (Narayan, R., Tidström, A., 2020;Acciarini, C., et al., 2022).All stakeholders in the company are used as tools to achieve competitive advantage strategies (Kotze, R., Hofmeyr, K., 2022).By maintaining social capital and circular economy in the company.In the green cluster, the determinants represent the name of the cluster.Which contains Corporate Social Responsibility and competitive strategy.Two determinants that affect competitive advantage (Khurshid, M.A.et all, 2022).CSR is responsible for the social, economic, environmental impacts and activities of the company (Johnstone, L. et all., 2017), (Liqi, Y. et all., 2023).Meanwhile, competitive strategy is the company's plan to have a competitive advantage (Zheng, Q, et all., 2018).Both help and customer focus consists of market orientation, communication, marketing, and customer integration.However, this must still be a concern for the company.Position defence consists of environmental impact, performance and company spin-off.Environmental impact and performance impact are fundamental to maintaining the company's position on competitive advantage.
However, in the spin-off company, the company must think carefully about this policy (Popova, L.V., et al 2019).
The five outcomes can be integrated into a holistic model and tested by future researchers.These can also be considered dimensions for each outcome as they are all based on different keywords.Thus, these keywords will help build measurement instruments to test the suggested holistic model.This is the main theoretical contribution of this study.In addition, this study found gaps in implementing the latest innovation developments, such as green innovation which is still not widely used by companies when compared to innovation in general.In addition, digitalisation is also less of a concern in the research findings of competitive advantage in the society 4.0 era.This phenomenon can be investigated more deeply in future research or the Society 5.0 era.
Almost all the requirements of SLR are fulfilled by this research.
However, there are some limitations.Firstly, the articles were only taken from one database, Scopus.If other databases had been selected, extracting more articles would have broadened the findings.Secondly, this study only includes empirical studies as they adhere to the systematic literature review technique and maintain the validity of the publications.The results could have varied if a different type of article had been selected.Finally, only journals were used and did not include conference papers, book chapters, and books.

CONCLUSION
This Figure 1.Selection of PRISMA articles for the flowchart to non-relevance by the reviewers manually (n=6) Studies not relevant to the current research objectives excluded (n= 6) Non-relevant articles were excluded through default limiting options of the database (n= 867) Limiting by Year : (excluded n=585) Limiting by Subject are : Social science and Business, Management and Accounting (included n= 233) Limiting by keywords : (included n=108) : Competitive advantage, competition, sustainable development, sustainability, innovation, corporate social responsibility, competitiveness, business strategy, competitive strategy, digitalization, dynamic capabilities, eco-innovation, green innovation, sustainable competitive advantages, sustainable competitive advantage Source Type : Journal (n=43, -conference proceeding,book series and book excluded) Language : Non-english (excluded n=7) Siregar, M., B., Dalimunthe, R., F., Rini, E., S., Absah, Y. (2024) Competitive Advantage in the Era of Society 4.0: A Systematic Literature Review On SDG

Figure 1
Figure 1 in Table 1 were eliminated.Out of the remaining articles, a total of 233 were included because they met criterion 2. In addition, based on criterion 3, the use of keywords resulted in the selection of 108 articles.Criterion 4 between the years 2016 and 2023.A total of 160 authors participated in the event, representing 34 different nations.Our article collection has extensive coverage, with an average of 8 citations per piece during the whole period.The study incorporated a total of 3244 references and identified 213 author keywords.Figure 2 depicts the general rise in article publishing, indicating that the majority of the research was carried out in 2023.Figure 3 displays the primary publications from which the pertinent articles originated.Therefore, the journal Sustainability Switzerland has the most extensive publication record with a total of 8 articles.The Journal of Cleaner Production research ranks second on the list, featuring a total of 6 articles.Next, the third publication on the list is "Business Strategy And The Environment," which has published a total of 3 articles.The journal Espacios secured the 4th position by publishing a total of 2 articles.Furthermore, only one manuscript was published by the remaining journals mentioned in Figure 3.
Figure 2.Publication of annual articles Figure 4.Article publication by country in the yellow area show the most researched research.Other keywords outside of Figure6are in the green area described in Table competitive advantage practices in empirical research of society 4.0 era published during 2016-2023.It was based on three objectives; (1) common areas of competitive advantage practices in the society 4.0 era between 2016-2023 and (2) uncommon areas of competitive advantage practices in the research landscape during the society 4.0 era between 2016-2023, and (3) areas that need attention in future competitive advantage practices research.The first Siregar, M., B., Dalimunthe, R., F., Rini, E., S., Absah, Y. (2024) Competitive Advantage in the Era of Society 4.0: A Systematic Literature Review On SDG objective was achieved by finding 3 clusters of competitive advantage, including (1) the nature of competitive advantage, (2) competitive advantage strategies, and (3) determinants of competitive advantage in the Society 4.0 era.The second objective was achieved by finding 2 clusters that are not common in competitive advantage, including (1) Market and Customer Focus, and (2) position defence.The discovery of the five clusters answered the third research objective.Findings related to the first objective are grouped into 3 clusters.In the yellow cluster, it is found that dynamic capabilities and innovation are a basic or essential part of competitive advantage in the era of Society 4.0.
companies achieve and maintain competitive advantage.The uncommon findings on competitive advantage are Market and customer focus and Position defence.These are classified as traditional practices carried out by companies in the Society 4.0 era(Arifiani, L., 2019;Kotze, R., Hofmeyr, K., 2022).Market study synthesised empirical research on competitive advantage in the era of disruption 5.0 precisely in 2016-2023.The objectives were to; (1) common competitive advantage practices during the period 2016-2023 and (2) uncommon areas of competitive advantage practices in the disruptive society 5.0 research landscape between 2016-2023, and (3) areas that need attention Siregar, M., B., Dalimunthe, R., F., Rini, E., S., Absah, Y. (2024) Competitive Advantage in the Era of Society 4.0: A Systematic Literature Review On SDG in future competitive advantage practices research.A systematic literature review methodology in accordance with PRISMA guidelines addressed these objectives.Following the predefined article selection criteria, 52 articles were included from Scopus for review.The study addressed the first objective and found five result areas namely: (1) the nature of competitive advantage, (2) competitive advantage strategies, and (3) determinants of competitive advantage in the era of Society 4.0.Regarding the second objective, it was achieved by finding 2 uncommon clusters in competitive advantage in the era of Society 4.0 between 2016-2023, including (1) Market and Customer Focus, and (2) position defence.Regarding the third objective, seven areas (1) the nature of competitive advantage, (2) competitive advantage strategies, and (3) determinants of competitive advantage in the era of Society 4.0, (4) market and customer focus, and (5) position defence should be included in future research.

Table 2 .
Overall information of the article set

Table 3 .
Five clusters with keyword categorisation