How Do Partnerships Lead to a Competitive Advantage? Applying the Resource Based View to Nascent Social Ventures

Meyskens, Moriah

doi:10.25148/etd.fi10080408

Cited by 1 publication

(2 citation statements)

References 214 publications

(282 reference statements)

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“…Data Collection was done from construction companies in Nairobi City County which were categorized into three strata. The first stratum consisted of contractors registered by National Construction Authority in categories [1][2][3][4][5][6][7][8] in 2018.…”

Section: Data Collectionmentioning

confidence: 99%

“…Related previous empirical studies have been based on the individual relationship between leagile strategy, strategic partnership, and competitive advantage. [3][4][5][6][7] Some scholars have advocated for an amalgamation of two or more strategies in the organization. 8 Moreover, the influence of leagile strategy and strategic partnership on competitive advantage in the context of this study has not been adequately addressed empirically.…”

Section: Introductionmentioning

confidence: 99%

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How Leagile Strategy and Strategic Partnership Affect Competitive Advantage of Construction Supply Chains

Oyombe

Awino

Ogutu

et al. 2023

Journal of Business Strategy, Finance and Management

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Objective: This study aimed at assessing the moderating influence of strategic partnership on the relationship between leagile strategy and competitive advantage in the supply chains of construction companies in Nairobi City County, Kenya. Methodology: Using a cross-sectional descriptive survey strategy and stratified sampling procedure, a sample size of 323 was obtained. Data from 260 companies were collected vide structured questionnaires and analyzed utilizing descriptive analysis and linear regression. Statistical software for social sciences version 22 was used for data analysis and the hypothesis was also tested. Findings: The results revealed strategic partnership had no moderating influence on the relationship between leagile strategy and competitive advantage. Further, strategic partnership was found to have a direct influence on competitive advantage as an independent variable. Conclusion: It was concluded that leagile strategy and strategic partnership influence the competitive advantage of construction supply chains in Nairobi City County as independent variables. A further conclusion was that there are additional factors attributed to the achievement of competitive advantage in construction supply chains besides leagile strategy and strategic partnership. Implications: The study provides a platform for advancing theory and research in strategic management by showing that leagile strategy and strategic partnership are significant contributing factors to the achievement of competitive advantage in the supply chains of construction companies in Nairobi City County Kenya. It adds to the existing literature, on the aspects which influence Competitive Advantage in the supply chains of Construction Companies. Managers and practitioners find this information useful in providing a comprehensive guide on the achievement of competitive advantages and survival by companies. Policymakers are made aware of ways in which the construction industry could attain competitive advantages and solve the myriad problems using a blend of leagile strategy and strategic partnership among other strategies. The government and construction industry may benefit by utilizing the findings as a basis for reforms to improve the competitiveness of companies in the sector and beyond.

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Section: Data Collectionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%