Gaining competitive advantage through generic strategies in medical training colleges in Kenya

Abstract

The study sought to explore the impact of generic strategies on competitive advantage in the medical training colleges in Kenya. The research was guided by the Dynamic capabilities theory, Resource-Based View theory and Knowledge-based view theories. The target population was 183 members of staff in the 4 medical training colleges in Nyeri County, Kenya. Data on 42 participants from the population was gathered from the top-level management, middle-level management and low-level management in these colleges using questionnaires. The research adopted a descriptive research design. Quantitative data analysis was conducted by use of descriptive statistics. Additionally, inferential statistical analysis on the observations was carried out. Qualitative data were analyzed by use of content analysis. Tables, bar graphs, and pie charts were employed for data presentation. The analyzed data revealed that cost leadership, differentiation and focus strategies positively contributed to the colleges’ competitive advantage with cost advantage having the greatest effect. The study recommends that colleges and other institutions employ the application of porter’s generic strategies since they have proved to be effective in contributing to competitive advantage.

Readiness of SMMEs for the adoption of the fourth industrial revolution in Mamelodi Township

“…Therefore, a business is analyzed based on the performance from the resource perspective rather than the product side (Zvarimwa & Zimuto, 2022). For a business to be competitive in the market, it must source resources that are valuable, rare, inimitable, non-substitutable, and exploitability (VRINE) (Wanjogo & Muathe, 2022;Zvarimwa & Zimuto, 2022).…”

Strategic Orientation of Romanian Healthcare Organizations from a Contingency Theory Perspective Based on Porter’s Generic Strategy Model

“…According to the same author, competitive advantages can be classified into two types: the one stemming from an organization's ability to offer lower prices than its competitors (the cost leadership competitive advantage), and the one resulting from the institution's ability to differentiate itself from its competitors, providing unique services/products, usually at higher prices (the differentiation competitive advantage). Thus, a sustainable competitive advantage is the result of either successful cost reduction over time or a prolonged product/service differentiation between businesses in the customers' perception [55]. Another important aspect brought up by Porter [51] is that an organization's selection of a certain competitive scope, or a certain range of strategic activities, means the advantage is sought for and can have a major impact in determining its competitive advantage.…”

“…Focus Strategy: institutions opting for this type of strategy aim to obtain a competitive advantage by concentrating on a specific niche market and creating services and products to suit that particular niche [51]. They pay special attention to the specific needs of consumers in isolated geographic areas and tailor their services or products to meet those customers' demands [55]. The same authors contend that these organizations attain a competitive advantage by dedicating their resources to the implementation and delivery of a specific focused strategy by aligning their organizational culture with their corporate strategy, and by implementing clear performance management and evaluation systems.…”