Strategic Choices and Business Performance: An Empirical Investigation

1999 ◽  
Vol 5 (2) ◽  
pp. 17-28
Author(s):  
Bishnu Sharma ◽  
Tom Fisher
Keyword(s):  
Business Performance ◽  
Business Strategies ◽  
Manufacturing Companies ◽  
Strategic Choices ◽  
Functional Strategy ◽  
Development Technology ◽  
Generic Strategy ◽  
Generic Strategies ◽  
Technology Marketing ◽  
Analysis Of Performance

AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

Strategic Choices and Business Performance: An Empirical Investigation

1999 ◽  
Vol 5 (2) ◽  
pp. 17-28
Author(s):  
Bishnu Sharma ◽  
Tom Fisher
Keyword(s):  
Business Performance ◽  
Business Strategies ◽  
Manufacturing Companies ◽  
Strategic Choices ◽  
Functional Strategy ◽  
Development Technology ◽  
Generic Strategy ◽  
Generic Strategies ◽  
Technology Marketing ◽  
Analysis Of Performance

AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

An Empirical Study of the Relationship between Business Performance Measures and Environmental and Competitive Strategy Variables

2007 ◽  
Vol 10-12 ◽  
pp. 73-83 ◽  
Author(s):  
W.B. Wang ◽  
Ye Zhuang Tian ◽  
H.Y. Sun
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Statistical Tests ◽  
Graphical Analysis ◽  
Business Strategies ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Competitive Strategies ◽  
Business Performance Measures ◽  
The Relationship

This paper aims to investigate the relationship among business strategies and business performance in global and local manufacturing companies. The research is based an International Manufacturing Strategy Survey (IMSS2005) of about 700 companies from more than 20 countries. We first proposed a new method to construct a generic measure of business performance from the available performance measures in IMSS. Based on this new measure we developed a simple discriminant analysis to allocate each entry (company in the IMSS) into a particular category of business performance. Of course we performed some statistical tests to confirm the validity of this classification. We then analysed the contribution (importance) of various environmental and competitive variables to each category of the generic business performance in order to identify the most influential variables and notice of their difference among different business performances. This was done intuitively using graphical analysis, but we also carried out statistical tests to confirm that companies at different performance levels do operate at different environments and pay different attentions to competitive strategies. The models we developed are simple but novel and very practical. The results showed significant differences among business performances in terms of influential variables, and we conclude that this method can also be used to analyse other part of the data from the IMSS.

scholarly journals Generic Strategies and Firm Performance: An Investigation of Informal Sector Micro-Enterprises in Kenya

2017 ◽  
Vol 12 (3) ◽  
pp. 148 ◽  
Author(s):  
Esther Mungai ◽  
Madara Ogot
Keyword(s):  
Developing Countries ◽  
Firm Performance ◽  
Informal Sector ◽  
Business Strategy ◽  
Business Performance ◽  
Low Cost ◽  
Business Strategies ◽  
Strategic Groups ◽  
Generic Strategies ◽  
Micro Enterprises

Micro-enterprises (MEs) have been shown to collectively be the largest employer in most developing countries thus playing a significant role in the countries economies. Using informal sector micro-enterprise furniture makers (wood and metal) in Nairobi, Kenya and based on Porter's competitive business strategies typology, this study sought to determine if the strategies employed by the informal sector MEs fit within the typology framework, and if membership within the strategic groups in the typology are a predictor of better business business performance. From the study, although membership within the two focus strategic groups of differentiation and low cost was confirmed, unlike studies done with medium and large enterprises, membership was not found to be a predictor of better business performance. Porter's typology may therefore not adequately capture the competitive business activities relevant to and directly by MEs, presenting an opportunity for research into the development of competitive business strategy typologies directly derived from their activities and therefore applicable to them.

Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter

2021 ◽  
Vol 12 (1) ◽  
pp. 51-66
Author(s):  
Nugraha Pranadita ◽  
Ratih Hurriyati ◽  
Puspo Dewi Dirgantari
Keyword(s):  
Competitive Advantage ◽  
Business Performance ◽  
Warning System ◽  
Secondary Data ◽  
Cost Leadership ◽  
Industry Competition ◽  
The One ◽  
Generic Strategies ◽  
Competitive Forces ◽  
Laws And Regulations

There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.

scholarly journals Faktor-faktor Penentu Keberhasilan Usaha Kecil dan Menengah (UKM) di Kota Yogyakarta

2016 ◽  
Vol 6 (1) ◽  
pp. 24
Author(s):  
Eny Sulistyowati ◽  
Nining Sofiati Lestari
Keyword(s):  
Business Strategy ◽  
Urban Areas ◽  
Business Performance ◽  
Business Strategies ◽  
Direct Influence ◽  
Performance Variables ◽  
Independent Variable ◽  
Medium Businesses ◽  
The City ◽  
Variable Performance

<p><span class="fontstyle0">This research was conducted with the aim to explain the influence of the characteristics of the owner/manager of the business strategy, describes the influence of business strategy on business performance, explaining the influence of the characteristics of the owner/manager of the business performance. Variables used in this research is variable owner/manager, business strategy (independent variable) and variable performance or Small Bussinis Performance (dependent variable). The results obtained show that a direct influence on the performance characteristics of the manager of small and medium businesses in the </span><span class="fontstyle0">city of Yogyakarta strong with R2 values of 0.224, or 22.4%, the effect of business strategies on business performance </span><span class="fontstyle0">of small and medium businesses in urban areas with R2 values of 0,049 or 4.9%. Meanwhile, indirectly influence the characteristics of managers' business performance through business strategy in the city of Yogyakarta only has value R2 value of 0.080 or 8.0%.</span></p>

scholarly journals ENVIRONMENTAL PROTECTION INVESTMENT AND BUSINESS PERFORMANCE OF ENTERPRISES UNDER THE INFLUENCE OF ENVIRONMENTAL REGULATION

2021 ◽  
Author(s):  
HONG ZHOU ◽  
JUN-GUO QIAO
Keyword(s):  
Environmental Protection ◽  
Environmental Regulation ◽  
Business Performance ◽  
Cumulative Effect ◽  
Economic Consequences ◽  
Pollutant Emissions ◽  
Manufacturing Companies ◽  
Protection Strategies ◽  
The Impact ◽  
Forward Looking

The 11th Five-Year Plan of China has established obligatory targets for main pollutant emissions while the completion of the targets has been associated with the achievements of local officials. With the full implementation of this plan, many enterprises began to take forward-looking environmental protection strategies to cope with the increasingly stringent environmental regulations. Most of the existing literature have systematically studied the impact of environmental regulation from the perspective of industry or region, but they have not considered the dynamic response of enterprises to environmental regulation. The research on the economic consequences of enterprises adopting forward-looking environmental protection strategies for environmental protection investment at the micro level is relatively insufficient. This paper uses the data of China's listed manufacturing companies from 2011 to 2017 to study the effect of environmental protection investment on their business performance of enterprises. The results show that environmental protection investment has a positive cumulative effect on company’s business performance, especially in non-state-owned enterprises. Based on this conclusion, this paper puts forward relevant policy suggestions to promote enterprises to implement forward-looking environmental protection strategy and gain competitive advantage.

scholarly journals Organisational Factors Influencing E-business Adoption in Zimbabwe's Manufacturing Sector

2018 ◽  
Vol 10 (2(J)) ◽  
pp. 176-187
Author(s):  
S. Mupemhi ◽  
A. Muposhi
Keyword(s):  
Developing Countries ◽  
Manufacturing Sector ◽  
Organizational Factors ◽  
The Body ◽  
Perceived Usefulness ◽  
Theory And Practice ◽  
Business Strategies ◽  
Business Practices ◽  
Manufacturing Companies ◽  
Factors Influencing

 Creating and sustaining competitive advantage through the adoption and implementation of innovative technologies is a strategic imperative for all learning organizations. Despite this, manufacturing companies in developing countries such as Zimbabwe are confronting challenges in implementing e-business practices. Against this background, the objective of this study was to understand organizational factors influencing e-business adoption in Zimbabwe’s manufacturing sector. The study was motivated by the need to appreciate factors that facilitate or inhibit the adoption of e-business in the context of developing countries such as Zimbabwe. A questionnaire was distributed to a random sample of 118 companies registered by the Confederation of Zimbabwe Industries in 2015. Regression analysis was used to test the posited hypotheses. Results revealed that manufacturing companies in Zimbabwe differ significantly in their inclination to adopt and implement e-business strategies. Innovation orientation, financial resources, perceived usefulness and size of the firm were found to be positively associated with e-business adoption. The study also found that technological resources did not have a statistically significant relationship with e-business adoption. The study furthers current debate on e-business adoption by identifying the drivers of e-business adoption in the manufacturing sector in the context of a developing country. The importance of this study lies in its contribution to theory and practice. In terms of theory, this study contributes to the body of knowledge on organizational factors influencing e-business adoption and provides avenues for further studies. In practice, the findings of this study add to the insights of managers in the manufacturing sector in developing countries, which influence the adoption of e-business practices.  

scholarly journals RELATIONSHIP BETWEEN FAMILY OWNERSHIP, AGENCY COSTS TOWARDS FINANCIAL PERFORMANCE AND BUSINESS STRATEGY AS MEDIATION

2018 ◽  
Vol 19 (0) ◽  
pp. 49-58
Author(s):  
Enni Savitri
Keyword(s):  
Financial Performance ◽  
Business Strategy ◽  
Agency Costs ◽  
Stock Exchange ◽  
Partial Least Square ◽  
Least Square ◽  
Business Strategies ◽  
Family Ownership ◽  
Manufacturing Companies ◽  
The Relationship

This study investigates the relationship between family ownership, agency costs, financial performance, and companies’ business strategies. The targeted population of this study were all 143 manufacturing companies listed on the Indonesia Stock Exchange (IDX) during 2007–2014. About 31% (45) of these manufacturing companies are family companies. The hypotheses were tested using the partial least-square (PLS) method. Our findings reveal that the companies’ business strategies are not affected by the family ownership. Family ownership and business strategies influence companies’ financial performance. Agency costs influence business strategy and financial performance, and this shows that agency costs contribute to both the increase and decrease of financial performance. Business strategy mediates the relationship between family ownership and financial performance. This shows that family companies do not concentrate on financial goals but rather on the sustainability. Business strategy influences the relationship between agency costs and financial performance. This shows that funds can be redistributed in the course of business strategy planning, which will, in turn, improve the company’s development.

scholarly journals Business Process Improvement of Production Systems Using Coloured Petri Nets

2018 ◽  
Vol 7 (1) ◽  
pp. 102-112 ◽  
Author(s):  
Imam Mukhlash ◽  
Widya Nilam Rumana ◽  
Dieky Adzkiya ◽  
Riyanarto Sarno
Keyword(s):  
Petri Nets ◽  
Business Process ◽  
Business Performance ◽  
Business Processes ◽  
Production Systems ◽  
Coloured Petri Nets ◽  
Manufacturing Companies ◽  
Fundamental Factor ◽  
Bottleneck Analysis

The quality of information systems affects the company's business performance. Therefore, it is necessary to analyze business processes to determine any discrepancies between the planned business processes and the actual ones. Based on the results of this analysis, the business process can be improved. The fundamental factor of manufacturing companies is production process. In reality, there are many discrepancies between the actual business processes with the pre-planned, so that there should be analyzed. The analysis can be performed by modeling the business process using Coloured Petri Nets (CPN). In this study, the objectives are to determine the level of conformance checking of business processes, reachability graph and the bottleneck analysis. The results of the analysis are used to construct a recommended model. Based on the analysis of the case study, e.g. a steel industry in Indonesia, the recommended model has a better value than initial model.

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