scholarly journals Competitive Strategy, Market Entry Mode and International Performance: The Case of Construction Firms in China

2017 ◽  
Vol 3 (3) ◽  
pp. 1 ◽  
Author(s):  
Shigang Yan ◽  
Guozhi Liu
Keyword(s):  
Competitive Strategy ◽  
Market Entry ◽  
Entry Mode ◽  
Superior Performance ◽  
International Performance ◽  
Construction Firms ◽  
Differentiation Strategy ◽  
International Construction ◽  
Leadership Strategy ◽  
And Performance

As an important participant in the international construction market, Chinese construction firms (CCFs) are confronted with the tasks of keeping themselves competitive. To help CCFs maintain and improve their competitiveness, this research builds a conceptual model to investigate the relationship between competitive strategy, market entry mode and performance within CCFs. Based on data collected from CCFs, this research has confirmed the importance of cost leadership strategy, differentiation strategy and business scope diversification, to achieve their superior performance. Moreover, there are positive relationships among entry mode strategies with CCFs’ international performance.

scholarly journals GENERIC STRATEGIES AND FINANCIAL PERFORMANCE PERSISTENCE IN THE BANKING SECTOR IN INDONESIA

2018 ◽  
Vol 17 (1) ◽  
pp. 79
Author(s):  
Etikah Karyani ◽  
Hilda R. Rossieta
Keyword(s):  
Banking Sector ◽  
Superior Performance ◽  
Competitive Advantages ◽  
Strategic Positioning ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Generic Strategy ◽  
And Performance ◽  
Generic Strategies

This study investigates the relationship between the bank strategic positioning and performance. A central question in the management literature has been to identify the sources of competitive advantage that allow firms to attain and persistent superior performance over their competitors. Bank can build competitive advantages by following either a cost leadership or a differentiation strategy. Bank adopting a cost leadership strategy principally attain advantages based on operational efficiency, and hence the performance of such firms should more persist over time than other bank adopting differentiation strategy. This study documents an empirical investigation of this premise using a sample of 216 firm-years over the period 2009-2013. This study details the development of constructs using audited financial-level archival data to capture a bank's strategic positioning. These constructs are then used in empirical models that explore the persistence of bank performance. Using confirmatory factor analysis, the results of these models estimation indicate that although both cost leadership and differentiation strategies have a positive effect on contemporaneous performance, only the efficiency strategy allows a bank to achieve and maintain superior performance in the future.   Keywords: Generic strategy, efficiency, differentiation, persistence

scholarly journals Performance, resources and capabilities of construction organisations: The mediating role of competitive strategies

2019 ◽  
Vol 9 (1) ◽  
pp. 35-59
Author(s):  
Luqman Oyewobi ◽  
◽  
Abimbola Windapo ◽  
Richard Jimoh ◽  
James Rotimi ◽  
...  
Keyword(s):  
Competitive Strategy ◽  
Positive Impact ◽  
Performance Excellence ◽  
Competitive Strategies ◽  
Differentiation Strategy ◽  
Mediating Role ◽  
Leadership Strategy ◽  
Resources And Capabilities ◽  
And Performance

This study examines the relationships between competitive strategies, resources/capabilities and organisational performance in construction organisations. The main objective is to establish the mediating role of competitive strategies on the strength of relationship between resources, capabilities and performance of large construction business organisations in South Africa. A survey instrument was administered to Grades 7, 8 and 9 construction organisations listed in the Construction Industry Development Board (cidb) database. 72 usable questionnaires were analysed using descriptive statistics and correlations. The results show that organisational resources and capabilities do not exert a direct impact on performance of construction organisations, but technological resources showed significant relationship, when mediated by competitive strategy. This implies that performance of large construction organisations is contingent upon their competitive strategies and organisational capabilities, for them to achieve performance excellence. Furthermore, differentiation strategy influences an organisations’ financial performance negatively whereas cost-leadership strategy has a positive impact. It provides empirical evidence on the relationship between competitive strategy and organisational resources/capabilities in a new setting.

scholarly journals Profiting from Green Innovation: The Moderating Effect of Competitive Strategy

2018 ◽  
Vol 11 (1) ◽  
pp. 15 ◽  
Author(s):  
Jiawen Chen ◽  
Linlin Liu
Keyword(s):  
Competitive Strategy ◽  
Innovation Management ◽  
Green Innovation ◽  
Competitive Strategies ◽  
Theoretical Understanding ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Green Product Innovation ◽  
Green Process Innovation ◽  
Cost Leadership Strategy

Despite the importance of green innovation, empirical evidence on its relationship with firm performance is mixed. This study endeavors to address this inconsistency in the evidence by investigating the value-capturing role of competitive strategy. It argues that firms tend to choose appropriate a competitive strategy to maximize performance of green innovation, especially in highly competitive contexts. We collected data from 195 firms in China. Our results suggest that the performance implications of green innovation (including green product innovation and green process innovation) are moderated by competitive strategies (including differentiation strategy and cost-leadership strategy), and these moderating effects are more prominent when competitive intensity is high. The findings of this study enrich theoretical understanding both of green innovation and of competitive strategy and have practical implications for green innovation management.

scholarly journals Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States

2011 ◽  
Vol 49 (1) ◽  
pp. 139-155 ◽  
Author(s):  
John A. Parnell
Keyword(s):  
Competitive Strategy ◽  
The United States ◽  
Retail Trade ◽  
Superior Performance ◽  
Business Strategies ◽  
Strategic Group ◽  
Content Type ◽  
The Usa ◽  
Strategic Capabilities ◽  
And Performance

PurposeThis paper aims to assess the influence of strategic capabilities on the business strategy‐performance relationship among retail businesses in Argentina, Peru, and the USA.Design/methodology/approachZahra and Covin's self‐reported scale was amended and utilized to categorize businesses along Porter's typology. Strategic capability scales were adopted from DeSarbo and associates. Self‐reporting scales to assess relative competitive and objective performance in the present study were adopted from Ramanujam and Venkatraman. A survey containing these scales was administered to 277 attendees at a retail trade show in the USA. The survey – translated into Spanish – was distributed by mail and completed by 136 retailers in Peru and 163 retailers in Argentina.FindingsLinks were assessed among strategic capabilities, generic business strategies, and performance in retail businesses in Argentina, Peru and the USA. Support was found for links between the focus strategy and both marketing and linking capabilities, between the differentiation strategy and technology capabilities, and between the cost leadership strategy and management capabilities. The low cost‐differentiation combination strategy was associated with high performance in strategic groups whose businesses possess strong management and technology capabilities. These findings highlight the importance of developing strategy‐specific capabilities as a foundation for superior performance.Research limitations/implicationsThis study relied on self‐reported assessments of competitive strategy, organizational capabilities, and performance. It utilized cluster analysis, assessed only retailers, and considered only three nations.Originality/valueExtant strategic group research highlights the link between group membership and firm performance. The present study reinforces previous research. In addition, the presence of organization‐specific strategic capabilities helps to explain why some businesses outperform others in the same strategic group.

scholarly journals Firm Diversity Within Strategy Types: Substrategies And Performance Effects

2011 ◽  
Vol 5 (3) ◽  
pp. 66 ◽  
Author(s):  
Michael W. Lawless
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Group Membership ◽  
Superior Performance ◽  
Business Units ◽  
Middle Range ◽  
Performance Effects ◽  
And Performance ◽  
Strategy Types ◽  
Strategy Classification

Competitive strategy types are widely used to evaluate competitive advantage. The assumption is that member firms are extremely similar, even homogeneous. However, empirical evidence from group membership effects is mixed; it highlights a need for further refinement in strategy classification. This study relies on substrategies to group firms in the middle range between strategy types and individual firms. With data from 125 business units, we investigate variation in substrategies within strategy type and performance effects. Firms pursue different substrategies within competitive strategy types, but no individual substrategy produces superior performance.

scholarly journals Generic Strategies and Performance of Pharmaceutical Manufacturing Companies in Nairobi County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 17-35
Author(s):  
Grace Wanjiru Ngugi ◽  
Esther Gitonga
Keyword(s):  
Pharmaceutical Manufacturing ◽  
Manufacturing Companies ◽  
Differentiation Strategy ◽  
Pharmaceutical Firms ◽  
Leadership Strategy ◽  
And Performance ◽  
The Cost ◽  
Focus Strategy ◽  
Generic Strategies ◽  
Cost Leadership Strategy

Pharmaceutical industry has been facing a lot of competition both from the inside and outside the country (importers of raw materials who also manufacture finished product). A report by the Kenya Pharmaceutical Sector Profile in 2018 indicated that imports have been rising sharply and grew by more than 30% between 2017 and 2018 in other sectors but a decline from the pharmaceutical manufacturing sector which could be attributed to the low-quality pharmaceutical products. The aim of this study was to analyze the generic strategies and performance of pharmaceutical manufacturing companies in Nairobi County, Kenya. The specific objectives were to: assess the effect of cost leadership strategy, differentiation strategy and focus strategy on performance of pharmaceutical companies in Nairobi County, Kenya. The study was informed by Porter’s Five Forces Model and Resource Based View theory. The study used descriptive research design. The population of this study was all the 22 pharmaceutical manufacturing companies in Nairobi County. The target population was the managers in the pharmaceutical manufacturing companies. The study was a census of all pharmaceutical manufacturing companies in Nairobi. A structured questionnaire was used for data collection. The questionnaire was pilot tested to determine its validity and reliability. The study used primary data which was gathered from the managers. Data collected was organized in spreadsheets for the purpose of analysis. It was coded and entered in Statistical Package for Social Sciences (SPSS, Version 22.0) for analysis. Correlation and regression analysis were conducted to find the relationship between the independent and dependent variables. The study found that cost leadership strategy, product differentiation strategy and focus strategy positively and significantly influenced performance of pharmaceutical companies in Nairobi County, Kenya. The study concluded that managing the production expenses enhances business performance because of increased profit value. Also, the study concluded that using technology to automate business operations lowers the cost thus increasing profitability. In addition to that, the study concluded that providing high quality products to customers builds customer loyalty which translates to improved performance. Similarly, the research concluded that lowering prices relative to that of competitors attracts more customers leading to increased sales volume. It was recommended that pharmaceutical firms should always aim at lowering the cost of production to reap optimal profits. However, these products should meet the quality demands in the market. It was also recommended that businesses should conduct customer satisfaction surveys to bridge the niche that may be identified. This way, businesses will be able to offer the relevant products and services and gain customer loyalty which eventually leads to increased profitability. In addition, it was recommended that non price competition strategies such as product packaging should be adopted by pharmaceutical firms to increase profitability. Customers would prefer to buy uniquely packaged products as they appear appealing. Future areas of study should focus on other competitive strategies since the three generic strategies that were identified did not account for 100% of the variation in performance of pharmaceutical firms.

Intentional Cannibalization, Radical Innovation, and Performance: A Comparison of Chinese and Western Enterprises in China

2019 ◽  
Vol 28 (2) ◽  
pp. 40-58
Author(s):  
Saeed Samiee ◽  
Maria Sääksjärvi ◽  
Nükhet Harmancioǧlu ◽  
Erik Jan Hultink
Keyword(s):  
Radical Innovation ◽  
Marketing Strategies ◽  
Chinese Firms ◽  
Chinese Enterprises ◽  
Cost Leadership ◽  
Subsequent Performance ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
And Performance ◽  
Cost Leadership Strategy

Research contrasting the marketing strategies of foreign and domestic firms within local markets is scarce but is of critical importance to both types of firms. This research examines how intentional cannibalization (IC) functions in Western and Chinese enterprises operating in China and evaluates IC’s impact on radical innovation and subsequent performance while accounting for the moderating effects of cost leadership and differentiation strategies. The investigation uncovers important marketing strategy concerns for firms competing in emerging markets such as China. The results demonstrate that IC on its own correlates with radical innovation for Western firms, but not for Chinese firms. For Chinese firms, the link between IC and radical innovation becomes significant only in combination with a cost leadership strategy. For Western firms, the link between IC and radical innovation is strengthened when these firms pursue a differentiation strategy and, in contrast to Chinese firms, radical innovation mediates the effect between IC and performance. Thus, the way IC and radical innovation affect performance varies across Western and Chinese enterprises. These findings bolster and extend research regarding strategies of local and nonlocal firms in home markets.

scholarly journals Organizational Resilience and Performance: An Analysis of the Relevance of Suppliers’ Trade Credit and Bank Diversification in the Spanish Construction Industry

2017 ◽  
Vol 17 (4) ◽  
pp. 1-19
Author(s):  
Esteban Lafuente ◽  
Felipe Strassburger ◽  
Yancy Vaillant ◽  
Jordi Vilajosana
Keyword(s):  
Construction Industry ◽  
Financial Institutions ◽  
Trade Credit ◽  
Superior Performance ◽  
Financial Resources ◽  
Economic Downturn ◽  
Construction Firms ◽  
Relevant Variables ◽  
And Performance ◽  
Period Performance

The objective of this study is to determine the effect of relevant variables related to strategic sources of financial resources—in our case, suppliers’ trade credit and use of financial institutions—over performance among Spanish construction firms. To test the proposed hypotheses, we employ panel-data techniques on a large dataset that includes information for 3590 Spanish small (1723), medium-sized (1616) and large (251) construction businesses during 2004-2011. The results of the longitudinal analysis reveal that trade credit granted by suppliers constitute a relevant source of liquidity and financial resources that positively impacts economic performance. During the period of economic downturn that affected Spain after 2008, those construction firms that benefited from longer average payment periods from their suppliers reported superior performance levels. Additionally, we find that bank diversification is conducive to performance but only during the crisis period: performance is significantly higher in businesses that work with a greater number of financial institutions.

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