Matching Competitive Strategy to Performance: An Exploratory Investigation in the Emerging Economy of Bahrain (original) (raw)

The Impact of Generic Competitive Strategies on Organizational Performance. The Evidence from Albanian Context

European Scientific Journal, ESJ, 2015

One of the main questions that guide researches in management field is why some companies are different and obtain good performance compare to other companies. Nowadays, there has been a growing intensity of competition in all areas of business and this has resulted in greater attention to analyse competitive behaviour under different competitive strategies application and environmental dynamics and complexity. The purpose of this paper is to examine the relationship between competitive strategies and organizational performance. Testing the applicability of Porter`s generic strategies in construction firms we can explain the differences in the performance and comprehend how generic strategies can give them a performance advantage over the rivals. Simple random sampling technique was used to select a sample of 110 companies. The data was be collected using questionnaires and analyzed using ANOVA statistical model. This paper reports findings on the relationship between the Porter`s g...

Porter's Generic Competitive Strategies and its influence on the Competitive Advantage

International Journal of Advanced Engineering, Management and Science, 2021

The ever-changing competitive business climate poses major hurdles to investment businesses, particularly the banking sector, as well as any other firm in Iraq's Kurdistan area, and business managers have been striving to stay competitive. Porter demonstrated that pursuing a competitive generic strategy can lead to a stronger competitive advantage. The purpose of this research is to determine the effects of Porter's generic strategies on competitive advantage in the investment industry, specifically in the banking sector. Also, which strategy is superior to the others in terms of gaining a competitive advantage in the investing industry? The data in this study was analyzed using a qualitative method. In Erbil, a random sample method was employed to collect data from private banks. The sample size for this study was 128 units, whereas the population was roughly 210 units. According to multiple regression analysis, the researcher discovered that cost leadership has a strong predictive value for competitive advantage (Beta is weight 0.708, p.001), indicating that cost leadership approach will have a direct beneficial impact on competitive advantage. The initial hypothesis was confirmed as a result of these findings. In terms of the second research hypothesis, differentiation strategy has a weak positive influence on competitive advantage (Beta is weight 0.180, p.001), implying that differentiation strategy has a weak positive impact on competitive advantage. The second hypothesis was supported based on these findings, and the third research hypothesis was supported based on these findings: focus strategy has significantly predicted competitive advantage (Beta is weight 0.102, p.001), indicating that focus strategy will have a weak positive impact on competitive advantage.

Impact of Strategy Implementation on Performance of Generic Strategy: Evidence from Thailand

The South East Asian Journal of Management, 2012

The purpose of this paper is to examine the strategic orientation in terms of Miles and Snow typologies of the firms in emerging country and investigate their implications on performance. Unlike previous research, this paper focuses the importance of strategy implementation to the performance implications of Miles and Snow typology. Data was collected from 111 key informants from firms in Thailand's chemical industry using probability sampling. The one-way Analysis of Variance (ANOVA) results showed that prospectors performed better than the other three strategic types, whereas reactors exhibited the lowest performance scores. While the success in strategy implementation is found to be a significant predictor of firm performance, the two-way Analysis of Variance (ANOVA) results revealed that the success in strategy implementation did not alter the relationship between Miles and Snow strategic type and a firm's performance. This finding suggests that the relationship between Miles and Snow strategic type and a firm's performance may be universal, regardless of the location where the study is conducted. However, additional studies in other contexts are required before the conclusion can be made whether the strategic type-performance relationship will be contingent on strategy implementation.

Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices

International Journal of Business Excellence, 2017

This research mainly examines the relationship among competitive methods, performance measures, and strategic orientations utilised by 68 Portuguese manufacturing organisations from different industries. The findings reveal that the surveyed organisations appear to be following a hybrid-mixed strategy. The group with the best results adopted the most balanced strategic approach, as it emphasised most of the different strategic dimensions. The examination of the strategic orientations, performance dimensions, and most utilised performance measures reveals inconsistencies among the surveyed organisations, which clearly indicates that the strategic choices and performance measures and measurements are misaligned. This study has direct practical implications to executives of manufacturing organisations, as they attempt to integrate their organisational systems in pursuit of effective strategic competitive performance. Based on the results of this study, a conceptual framework is proposed to facilitate the alignment among the competitive methods, performance measurement, and selected strategy.

The effects of generic strategies and business capabilities on business performance

Resource-based view and the positioning theory are the two main approaches which consider as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing and sales, information system, logistics and external relationship. Data have been analyzed through structural equation modeling. As a result, separate and harmonize effects of resource-based business capabilities (BC) and competitive strategies (CS) on business performance have been examined.

Assessing the Link Between Strategy Choice and Operational Performance of Turkish Companies

2014

This study essentially aims at investigating the link between strategy choice and operational performance of Turkish companies. To this end, a number of key competitive priorities were identified in order to examine the tendency of Turkish companies towards creating differentiation-based competitive advantage. Deriving from 519 Turkish companies ’ survey results, the effect of this strategy choice on improving companies ’ operational performance was examined by conducting a series of multiple regression models. These findings tend to support our general argument that the firm's strategy choice of gaining a differentiation-based competitive advantage in terms of competitive priorities improves firm's operational performance.

Competitive strategies and their shift to the future

Purpose -This article aims to describe the valuable work conducted most recently on competitive strategies. Its purpose is to elaborate on suggestions for theorizing the hybrid form of competitive advantage and stimulate the interest of scholars. Design/methodology/approach -As this article emphasizes hybrid strategies, both electronic and manual methods have detected 15 studies focusing on competitive strategies and their relation to firm performance from 2000 until today.

Strategic Management System for Competitive Business Performance: A Literature Review

The strategic management system is essential to effectively sustain small, medium, and extensive enterprises' profitability and competitive business performance. A literature review was conducted to generate the conceptual framework that equates the independent variables and dependent variables to visualize and confirm the importance of strategic management system components, financial performance, customer satisfaction, and competitive business performance. With the review of related literature as the method, this study aims to determine the essential components of the strategic management system and the predictors for the private company's competitive business performance in the United Arab Emirates. This research describes the types of business strategies, methods, and techniques being recommended and implemented by renowned book authors and researchers based on the scholarly review.

Resource Configurations, Generic Strategies, and Firm Performance: Exploring the Parallels between Resource-based and Competitive Strategy Theories in a New Industry

Journal of Strategy …, 2008

Purpose – This paper, anchored in the resource-based view of the firm, attempts to develop linkages between firm-level resources, Porter's competitive strategy space and firm performance and explores them in the context of a new industry – the marketing technology industry. Design/methodology/approach – In the marketing technology industry the authors classify resource configurations (generalists, specialists, innovators) which group firms with distinctive competences on similar resource dimensions. They then map these firm-level resource configurations onto their respective optimal strategies in the industry's competitive strategy space. Findings – The major findings are: some firms that are close together in strategy space vary in performance; some firms that are close together in strategy space belong to quite different resource configurations; firms that belong to the same resource configuration (i.e. are close together in resource space and distant from others) vary in performance; given the origin (i.e. resource configuration) of a new entrant there exists an optimal strategy that can be theoretically defined; and corresponding to each resource configuration there seems to exist a unique optimal region in strategy space. Originality/value – It is one of few attempts to empirically explore the parallels between firm level resource-based and industry level competitive strategies.

The harmonized effects of generic strategies and business capabilities on business performance

2010

Resource-based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing-sales, information system, logistics and external relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined.