Firm, Strategic Group, and Industry Influences on Performance

CFA Digest ◽  
2007 ◽  
Vol 37 (3) ◽  
pp. 61-63 ◽  
Author(s):  
Warren D. Miller
Keyword(s):  
Strategic Group

New Entry and Strategic Group Emergence in the Soccer Betting Market

2021 ◽  
Vol 15 (3) ◽  
Author(s):  
Alistair Bruce ◽  
Anastasios Oikonomidis ◽  
Ming-Chien Sung ◽  
Johnnie E. V. Johnson
Keyword(s):  
Strategic Group ◽  
Betting Market ◽  
New Entry

Performance Variations Among Strategic Group Members: An Examination of Individual Firm Capability

1989 ◽  
Vol 15 (4) ◽  
pp. 649-661 ◽  
Author(s):  
Michael W. Lawless ◽  
Donald D. Bergh ◽  
William D. Wilsted
Keyword(s):  
Explanatory Power ◽  
Group Analysis ◽  
Performance Model ◽  
Strategic Groups ◽  
Strategic Group ◽  
Common Strategy ◽  
Firm Capability ◽  
Group Members ◽  
And Performance ◽  
Performance Variations

Because of inconsistent empirical evidence, the membership-performance model pervasive in strategic group analysis is re-examined. We propose that individualfirm capabilities, which reflect capacity to implement or change strategy, moderate the effect of members' shared strategy characteristics on performance. Controlling for market structure, we defined two strategic groups based on common strategy characteristics among 55 manufacturing firms. We found significant differences in performance and capabilities within each group. There was also evidence of a significant correlation between capabilities and performance within each group. We conclude that effects offirms' capabilities should be accountedfor to increase the explanatory power of strategic groups in competitive performance.

scholarly journals ‘We’ll Help Ourselves, but What’s in It for Us?’ Conflict, Development and Social Mobility among Roma in Romania

2020 ◽  
Vol 68 (4) ◽  
pp. 365-378
Author(s):  
Ana Ivasiuc
Keyword(s):  
Social Mobility ◽  
World Bank ◽  
Local Level ◽  
Development Project ◽  
Language Teachers ◽  
Development Projects ◽  
Strategic Group ◽  
Related Development ◽  
Upward Social Mobility ◽  
The Cost

AbstractRoma-related development and policy discourse often represents the Roma development ‘subjects’ as disempowered victims. Against the pervasiveness of such narratives, a close look at the local level conflicts arising during the implementation of a World Bank development project in destitute Roma communities from Romania lays bare the strategies of unassisted social mobility in which a group of Roma engage. Not large or well-defined enough to be constituted into a real ‘class’ in sociological terms, this strategic group is made up of Roma civil servants (mediators, local experts, Romani language teachers) who negotiate their engagement in development projects on their own terms and use the material and immaterial resources that projects offer to enact their own upward social mobility. Often, though, this comes at the cost of a growing socio-economic gap between themselves and the most destitute parts of Roma communities, which complicates their involvement in development projects. The article underlines the necessity of taking into account both the strategies of unassisted social mobility of Roma development brokers, and the internal power imbalances that the development apparatus inevitably ends up producing in Roma communities.

A Case Study of Strategic Group Map Application Used as a Tool for Knowledge Management

2015 ◽  
Vol 55 (2) ◽  
pp. 68-77 ◽  
Author(s):  
Michał Pietrzak ◽  
Krzysztof Jałosiński ◽  
Joanna Paliszkiewicz ◽  
Andrzej Brzozowski
Keyword(s):  
Knowledge Management ◽  
Strategic Group
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