Hybrid strategies as a strategic challenge — the case of the German automotive industry

Proff, Heike

doi:10.1016/s0305-0483(00)00018-9

Cited by 41 publications

(38 citation statements)

References 13 publications

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“…Thus, the FTZ policies, foreign trade regulations of the government as well as the other regulations of the government incentivizing this sector can be jointly responsible for the high or low competitiveness of a certain sector in the country. This finding is consistent with the assertion of Proff (2000) stating that the changes in the automotive supplier industry, particularly in the supply and demand conditions, require the availability of hybrid strategies and resources at the same time.…”

Section: Resultssupporting

confidence: 82%

“…According to the findings of many empirical studies, hybrid strategy enabled higher performance in turbulent environments (Leitner & Güldenberg, 2010;Claver-Corté s et al, 2012;Shinkle et al, 2013), however researches are still limited in different sectors especially the automotive supplier industry (Proff, 2000;. Only one recent study, in a case study of the German automotive industry, Proff (2000) identified six turbulent environmental factors that have been influencing the automotive industry and lead to the adoption of a hybrid approach.…”

Section: Impact Of Environmental Turbulence On Choice Of Strategymentioning

confidence: 99%

“…Only one recent study, in a case study of the German automotive industry, Proff (2000) identified six turbulent environmental factors that have been influencing the automotive industry and lead to the adoption of a hybrid approach. On the demand side, a stagnating demand for new cars, an increasing practice of providing the full range of equipment as standard rather than as optional, reducing profit, and the increasing demand for niche product, and increasing complexity and cost.…”

Section: Impact Of Environmental Turbulence On Choice Of Strategymentioning

confidence: 99%

“…There is still a small body of research in the literature addressing the issue of hybrid strategies and firm performance under conditions of market and technological turbulence in the automotive supplier industry (Proff, 2000(Proff, , 2007. Therefore, the authors of this article focused on automotive supplier industry at Antalya FTZ, which is a turbulent environment and has achieved an assertive position with its production capacity, export volume and quality in the field of automotive supplier industry.…”

Section: Introductionmentioning

confidence: 99%

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A Case Study on Performance Implications of Hybrid Strategy in Automotive Supplier Industry

Özdemir¹,

Mecikoglu²

2016

IBR

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The aim of this study is to explore the impact of hybrid strategy on firm performance in a wire harness firm operating in the automotive supplier industry at Antalya Free Trade Zone in Turkey. It was the gap in literature concerning this relationship between hybrid strategy and firm performance under conditions of environment turbulence in the automotive supplier industry that motivated this study. The research question was pursued through in depth interviews with top-level managers of the firm. Data obtained from the interviews, observations and documents were analysed using NVivo software. The findings show that hybrid strategy influenced firm performance positively. Furthermore, the existence of environment turbulence positively influences hybrid strategy, whereas stable environment has a negative influence. Environment turbulence does not exert a direct influence on performance, but an indirect one, through hybrid strategy.

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Section: Resultssupporting

confidence: 82%

Section: Impact Of Environmental Turbulence On Choice Of Strategymentioning

confidence: 99%

Section: Impact Of Environmental Turbulence On Choice Of Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Case Study on Performance Implications of Hybrid Strategy in Automotive Supplier Industry

Özdemir¹,

Mecikoglu²

2016

IBR

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“…Low cost and differentiation strategy may be compatible approaches in dealing with competitive forces (Allen & Helms, 2006;Miller, 1992;Spanos, et al, 2004), and postulated the pursuit of what has been termed 'hybrid', 'mixed', 'integrated', or 'combination' strategies (Kim et al, 2004;Spanos et al, 2004). These 'hybrid' strategies are the ones which combine low cost and differentiation elements (Gopalakrishna & Subramanian, 2001;Proff, 2000).…”

Section: The Combination (Hybrid) Strategymentioning

confidence: 99%

Hybrid Strategy: A New Strategy for Competitive Advantage

Baroto¹,

Abdullah²,

Hooi³

2012

IJBM

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Both strategic management researchers and practitioners have realized the importance of cost and differentiation strategies for effective organizational performance and excellence. Recently many large enterprises/corporations have been applying both strategies simultaneously, rather than applying a single strategy at one period of time. The implementations of the three strategies are commonly used by the big corporations involved in domestic, regional, international and global business. This article has three bases of data analyses; the first is a review of related literature, the second is case analysis and the third is the result of field interviews with a giant home appliance manufacturer in Malaysia. Thus, the principal aim of this article is to provide evidence that the hybrid strategy (both cost leadership and differentiation strategy) has been implemented by companies throughout the world.

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Environmental sustainability orientation, competitive strategy and financial performance

et al. 2019

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Extant research has established that environmental sustainability orientation (ESO) has a positive influence on performance outcomes. Nevertheless, several contingencies tend to affect the strength of this relationship. In this study, we draw on natural resource-based theory to introduce competitive strategies as moderators in the ESOperformance nexus. Using time-lagged data obtained from 269 firms in Ghana, this study finds that firms pursuing the differentiation strategy can positively boost performance outcomes with ESO than without differentiation strategy. We also find that firms can use the low-cost or the integrated strategy to get higher impact on performance with ESO, respectively. Based on the results, firms in Ghana do not need differentiation strategy in order to boost the effect of ESO on financial performance.Theoretical and practical implications are discussed.

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Hybrid strategies as a strategic challenge — the case of the German automotive industry

Cited by 41 publications

References 13 publications

A Case Study on Performance Implications of Hybrid Strategy in Automotive Supplier Industry

A Case Study on Performance Implications of Hybrid Strategy in Automotive Supplier Industry

Hybrid Strategy: A New Strategy for Competitive Advantage

Environmental sustainability orientation, competitive strategy and financial performance

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