Generic business strategies, organizational context and performance: An empirical investigation

White, Roderick E.

doi:10.1002/smj.4250070304

Cited by 416 publications

(247 citation statements)

References 11 publications

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“…A sales focus strategy would include market penetration tasks in an industry segment. A differentiation strategy would suggest variables centered on product superiority and attributes (Hill 1988;Hrebiniak and Joyce 1985;Jennings and Lumpkin 1992;Miller 1988Miller , 1989White 1986). Furthermore, a strategy may be proactive, looking for measureable opportunities, or reactive, looking for multidimensional problems or threats (Ansoff 1975;Mintzberg 1973).…”

Section: Scanning Variablesmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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Section: Scanning Variablesmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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“…Porter (1980Porter ( , 1985, contudo, entende que esta posição não é sustentável no longo prazo (salvo em raras e temporárias circunstâncias especiais) e, portanto, não deveria ser considerada na tipologia. Esta posição de Porter tem sido criticada em diversos estudos teóricos (Faulkner & Bowman, 1992, Hill, 1988, Wright, 1987e Wright & Parsinia, 1988) e empíricos (Dess & Davis, 1984, Miller & Dess, 1993e White, 1986, que identificaram empresas bem sucedidas que se utilizavam simultaneamente das estratégias de diferenciação e de liderança em custo em um ou mais de seus segmentos-alvo de produto-mercado.…”

Section: Estratégia -Impactos Da Privatização Sobre As Estratégias Counclassified

Impactos da privatização sobre as estratégias competitivas de empresas de petróleo: um estudo de casos

2003

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Em diversos países, o processo de desregulamentação da indústria do petróleo tem chegado até a privatização das empresas. Como conseqüência, o ambiente competitivo se torna mais hostil. A mudança no controle das empresas, associada às mudanças no ambiente competitivo, têm provocado alterações significativas nas estratégias competitivas adotadas. As empresas que antes não apresentavam estratégias competitivas claras, passam a exibir padrões de estratégias de diferenciação, ao mesmo tempo em que buscam paridade de custos com os demais concorrentes. Os dados da presente pesquisa sugerem que as tipologias estratégicas de Porter (1980) e de Mintzberg (1988) seriam adequadas à classificação das estratégias das empresas de petróleo, com destaque para a primeira, em função da parcimônia e da unicidade de tipo estratégico (i.e., cada empresa pôde ser classificada em um, e apenas um, dos tipos estratégicos do modelo) e destaque para a segunda em função do maior nível de detalhamento e poder descritivo.

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“…A number of studies discusses the measures used for operationalising strategic orientation (Conant et al, 1990;James and Hatten, 1995;Shortell and Zajac, 1990), Porter's competitive strategy (Dess and Davis, 1984;Miller and Friesen, 1986;White, 1986) and the resourcebased view (Azzone et al, 1995). The measurement of strategic orientation may be accomplished using the self-typing paragraph approach that is commonly used in strategic management research (eg James and Hatten, 1995).…”

Section: Conceptual and Empirical Implicationsmentioning

confidence: 99%

Competitive Advantage in Liner Shipping: A Review and Research Agenda

Panayides

Cullinane

2002

Marit Econ Logist

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Liner shipping is a rather unique and idiosyncratic sector of the shipping industry. As such, it has attracted much attention from both researchers and policy makers. The purpose of this special issue of the International Journal of Maritime Economics is to investigate current thought in liner shipping economics and strategy. The papers included address what are and have been the major concerns of practitioners and academics, viz. market structure and regulation as well as vessel deployment and integration strategies. In an effort to induce research in another important direction, the aim of this paper is to address the issue of competitive advantage by considering the main themes that appear in the literature, viz. vertical integration and logistics strategy, strategic alliances, mergers and acquisitions, cost reduction, networks, economies of scale, regulation, pricing and shipper relationships. In so doing, this Editorial emphasises the importance of the firm as the unit of analysis and concludes by drawing attention to the need for the empirical investigation of the strategy ± performance relationship.

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Generic business strategies, organizational context and performance: An empirical investigation

Cited by 416 publications

References 11 publications

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Impactos da privatização sobre as estratégias competitivas de empresas de petróleo: um estudo de casos

Competitive Advantage in Liner Shipping: A Review and Research Agenda

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