EXPRESS: Positioning new identities for appeal: Configurations of optimal distinctiveness amid ancestral identities

2021 ◽  
pp. 147612702199996
Author(s):  
Başak Topaler ◽  
Özgecan Koçak ◽  
Behlül Üsdiken
Keyword(s):  
Competitive Advantage ◽  
Horizontal Differentiation ◽  
Configurational Approach ◽  
Competing Demands ◽  
Optimal Distinctiveness ◽  
Strategic Balance

The theory of strategic balance argues that organizations that are neither too similar to nor too distinct from their rivals will be best positioned to meet competing demands for legitimacy and competition. This is because a similar identity to other organizations signals conformity, thus generating legitimacy, while adopting a distinctive identity through differentiation provides competitive advantage. Recent studies have noted that various combinations of conformity and differentiation tactics can achieve “optimal distinctiveness”, which, depending on the particular competitive landscape, may be low, moderate, or high. This study disentangles the effect of distinctiveness in a landscape from the effects of conformity to and differentiation from ancestral identities that serve as templates for new identities. Taking a configurational approach, we explore whether distinctiveness, proximity to an ancestral identity, hybridization of multiple ancestral identities, vertical and horizontal differentiation are necessary or sufficient, alone or in combination, to generate appeal for new identities.

scholarly journals How Strategic Conformity Interacts with Innovation: An Empirical Study on Korean Manufacturing Firms from the Perspective of Optimal Distinctiveness

2020 ◽  
Vol 6 (4) ◽  
pp. 121
Author(s):  
Myung Sub Lim ◽  
Choo Yeon Kim ◽  
Jae Wook Yoo
Keyword(s):  
Empirical Study ◽  
Competitive Advantage ◽  
High Performance ◽  
Recent Literature ◽  
Manufacturing Firms ◽  
Fundamental Question ◽  
High Status ◽  
New Institutional Theory ◽  
High Volatility ◽  
Optimal Distinctiveness

Whether to have a similar or different strategy than firms in same industry is the fundamental question for firms that want to build a competitive advantage. Recent literature, such as the new institutional theory and the perspective of optimal distinctiveness, has emphasized the configuration of competing forces that make firms simultaneously similar by conforming to industry norms and different by implementing innovation, leading to high performance. The primary rationale is that firms can exploit their high status of conformity as a stock of capital to differentiate themselves when required. Upon this rationale, we conducted research to test the hypotheses for optimal distinctiveness in the strategies of manufacturing firms in Korea. The results show that Korean firms have higher performance when they are mutually involved in higher conformity and innovation. It also suggests that firms in the industry with high volatility have difficulties in managing optimal distinctiveness of strategic conformity with innovation.

Eurotunnel versus the Ferries

2017 ◽  
pp. 1-17
Author(s):  
David Besanko ◽  
Christopher Stori ◽  
Ed Kalletta
Keyword(s):  
Competitive Advantage ◽  
Price Competition ◽  
Marginal Cost ◽  
Pricing Strategy ◽  
Differentiated Products ◽  
Horizontal Differentiation ◽  
Passenger Traffic ◽  
History Of ◽  
Key Drivers ◽  
The Cross

Considers the competitive strategy of the Channel Tunnel just prior to the time it opened for business in 1994. Focusing specifically on the tunnel's Le Shuttle service for freight and passenger traffic, gives students an opportunity to explore whether Le Shuttle should follow a premium pricing strategy relative to the cross-channel ferries, match the ferries' prices, or undercut the ferries' prices. Following a section on the history of the tunnel's construction, provides an in-depth discussion of the cross-channel ferry business and the Le Shuttle services. Concludes by posing the question: What pricing strategy should Le Shuttle follow?To illustrate the key drivers of price competition in a differentiated products industry: differences in marginal cost; vertical differentiation among competitors; the degree of horizontal differentiation in the market; and the sources and sustainability of competitive advantage.

scholarly journals AN INDEX FOR MEASURING HORIZONTAL DIFFERENTIATION IN HOSPITALITY

2020 ◽  
pp. 539-553
Author(s):  
María D. Illescas-Manzano ◽  
◽  
Manuel Sánchez-Pérez ◽  
Sergio Martínez-Puertas ◽  
◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Hospitality Industry ◽  
Horizontal Differentiation ◽  
Product Analysis ◽  
Great Range ◽  
Differentiation Strategy ◽  
A Value ◽  
Quality Signals ◽  
Objective Quality ◽  
Resources And Capabilities

Amid a continuous and evolving offer of new services, the hospitality industry is immersed in a highly competitive changing environment, being differentiation an essential strategy to survive and gain a competitive advantage. As a consequence, a differentiation strategy is continuously being defined and adapted. Beyond the vertical differentiation, focused on objective quality signals, horizontal differentiation offers more chance and alternatives to hoteliers for using own resources and capabilities to gain a competitive advantage. In particular, product analysis and competition evaluation are a must-be to offer a value proposition co-created with the customer. Considering the great range of services, and the need to compute all properly and understandably, this work aims to design and index that can integrate all services of a hotel and allow comparison to evaluate the level of differentiation.

Tingkat Kepuasan Nasabah Pada Bank Syariah Mandiri Cabang Bogor

2019 ◽  
Vol 4 (2) ◽  
pp. 34
Author(s):  
Priyo Wismantoro ◽  
Fika Dwiyanti
Keyword(s):  
Quality Of Service ◽  
Customer Satisfaction ◽  
Service Quality ◽  
Competitive Advantage ◽  
Customer Service ◽  
General Level ◽  
Customer Focus ◽  
Quality Improvements ◽  
Level Of Satisfaction

Business banking is a service business based on principles of trust and t5he customer is a major asset. Under conditions of business competition among banks strict bank that has resulted in only a competitive advantage (compatative advantage as well as a competitive advantage) who can reach the highest position in the eyes of cusmers or the public. Competitive advantage can be obtained from the quality of customer servicr, so the focus on customers (customer focus), responsive to the development of customer desires and continuously innovate is an acitivity that can be done to anticipate the cimpetitive conditions. In this case, the bank should always evaluate the quality of service given to customers and is reflected in the level of customer satisfaction obtained. Rate the quality of service branch of bank syariah mandiri bogor whole is still under service, because it still was below expectations, this is evident also that the general level of service is still not meeting customer expectations, because the level of hope (expectation0 the customer is generally higher than the level of performance (perfromance) or perception(perception)customer.        Empathy dimension of service quality dimensions are most critical or have any impact on the most powerful influence on the level of satisfaction. In this case, the willingness og bank syariah mandiri branch bogor provide individual attention in serving its clients is crucial. Empathy dimension attributes inclide individual attention, operational time , personal attention, giving interests, and understand the needs. These attributes is the main priority of service quality improvements are intensive and comprehensive.           Customer service strategy to be implemented by the management of bank syariah mandiri in perspective five dimensioris of service quality(tangibles, realiability,responsiveness, assurance and empathy) looks not optimal. In an effort to provide the best service (service excellence) and focus to the customer(customer focus), then the customer satisfaction can be obatained with significantly improved and the improvement of quality of serivice aspects and impticalions of the strategy need to be consldered

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

Sign in / Sign up

Export Citation Format

Share Document