When Do Novel Business Models Lead to High Firm Performance? A Configurational Approach to Value Drivers, Competitive Strategy, and Firm Environment

2021 ◽  
Author(s):  
Petteri Leppänen ◽  
Gerard George ◽  
Oliver Alexy
Keyword(s):  
Firm Performance ◽  
Competitive Strategy ◽  
Business Models ◽  
Value Drivers ◽  
Configurational Approach

Which Competitive Strategy Fits Better to Different Family-Business Profiles?

2022 ◽  
pp. 27-46
Author(s):  
Tomás F. González-Cruz ◽  
Norat Roig-Tierno
Keyword(s):  
Firm Performance ◽  
Family Business ◽  
Competitive Strategy ◽  
Family Firms ◽  
Qualitative Comparative Analysis ◽  
Family Firm ◽  
Tourism Industry ◽  
Environmental Turbulence ◽  
Configurational Approach ◽  
Governance Arrangements

This chapter belongs to the vein of research that analyses family firms from a configurational approach. This survey explores which combination of competitive strategy, environmental turbulence, family complexity, and family firm management and governance arrangements are present when firm performance is present. This research follows Le Breton-Miller and Miller's call to gain a better understanding of the interaction between competitive strategy, environmental conditions, and family firm features. Literature reports controversial results with regard to family-business strategic preferences and firm performance, and recent research shows that this relationship needs considering both industry and family context. This chapter analyses a sample of 129 Spanish SME-Family-Business that belong to the tourism industry. Using fuzzy-set qualitative comparative analysis, the authors find seven configurations to firm performance presence and one recipe for performance absence.

Which Competitive Strategy Fits Better to Different Family-Business Profiles?

2020 ◽  
pp. 127-146
Author(s):  
Tomás F. González-Cruz ◽  
Norat Roig-Tierno
Keyword(s):  
Firm Performance ◽  
Family Business ◽  
Competitive Strategy ◽  
Family Firms ◽  
Qualitative Comparative Analysis ◽  
Family Firm ◽  
Tourism Industry ◽  
Environmental Turbulence ◽  
Configurational Approach ◽  
Governance Arrangements

This chapter belongs to the vein of research that analyses family firms from a configurational approach. This survey explores which combination of competitive strategy, environmental turbulence, family complexity, and family firm management and governance arrangements are present when firm performance is present. This research follows Le Breton-Miller and Miller's call to gain a better understanding of the interaction between competitive strategy, environmental conditions, and family firm features. Literature reports controversial results with regard to family-business strategic preferences and firm performance, and recent research shows that this relationship needs considering both industry and family context. This chapter analyses a sample of 129 Spanish SME-Family-Business that belong to the tourism industry. Using fuzzy-set qualitative comparative analysis, the authors find seven configurations to firm performance presence and one recipe for performance absence.

The role of strategic agility towards the firm performance of logistics service providers in Indonesia

2021 ◽  
pp. 965-974 ◽  
Author(s):  
Risris Nurjaman ◽  
Agus Rahayu ◽  
Lili Adi Wibowo ◽  
Widjajani Widjajani
Keyword(s):  
Firm Performance ◽  
Competitive Strategy ◽  
Quantitative Methods ◽  
Business Models ◽  
Service Providers ◽  
Dynamic Environment ◽  
Service Industries ◽  
Dynamic Type ◽  
Strategic Agility ◽  
Fierce Competition

Competition in various companies encourages practitioners, entrepreneurs, and academics to examine the dynamization of business models. The dynamic study of this business model was driven by its dynamic environment. Dynamic moving environments require companies to be adaptive as quickly as possible. This adaptation encourages different firms to perform a certain strategy of excellence in the face of competition. Strategy Agility becomes a study of practitioners and academics due to its ability to predict and capture opportunities. One of the service industries faced with the dynamic environment within the company is the Logistic Service Provider. Fierce competition, the dynamic type of service, and rapidly changing technol-ogy encourage enterprises to always be agile in determining the direction to the business. The purpose of this research is to get a model of the relationship between strategic agility and competitive strategy as a moderator for the improvement of the firm performance. Methods used are quantitative methods. The research results describe the direct relationship between strategic agility and competitive strategy to the firm performance. However, when the competitive strategy is made as a moderator, strategic agility shows a negative effect.

Business strategy, performance appraisal and organizational results

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Bayo-Moriones ◽  
Jose Enrique Galdon-Sanchez ◽  
Sara Martinez-de-Morentin
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
Performance Appraisal ◽  
Competitive Strategy ◽  
Management Practices ◽  
Robust Regression ◽  
Innovation Strategy ◽  
Content Type ◽  
The Impact ◽  
Developmental Performance

PurposeThe purpose of this study is to analyze how the design of performance appraisal is influenced by the competitive strategy of the firm. Then, this paper examines if the alignment between appraisal and strategy impacts firm performance.Design/methodology/approachThe study sample includes 258 Spanish firms in the manufacturing and services sectors. This information was gathered through questionnaires addressed to the CEO and the senior human resources manager. Several econometric models are estimated, using robust regression analysis and including a set of relevant control variables.FindingsA positive relationship is found between an innovation strategy and developmental performance appraisal. A cost strategy has a negative impact on the adoption of developmental performance appraisal. The findings also confirm that firms with a quality strategy and developmental appraisal have higher performance. In addition, firms adopting an innovation strategy and administrative appraisal enjoy higher return of equity.Research limitations/implicationsFuture research should analyze the dynamics of the relationships between appraisal, strategy and performance to rule out the flaws of cross-sectional data. Another potential extension is the analysis of the interactions of the design of other human resources management practices with both competitive strategy and firm performance.Practical implicationsFirms can improve performance by aligning performance appraisal design with strategy. Those with an innovation strategy should choose administrative appraisal, and those competing on quality should focus on developmental appraisal.Originality/valueThis paper compares the theoretical recommendations on performance appraisal for different competitive strategies, what firms actually do, and the impact that the alignment between appraisal and strategy has on firm performance.

The moderating role of competitive strategy in relating firm performance to quality management and government support

2010 ◽  
Vol 10 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Jiqin Han ◽  
S.W.F. (Onno) Omta ◽  
Jacques Trienekens ◽  
Ron Kemp
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Competitive Strategy ◽  
Process Management ◽  
Management Practices ◽  
Business Environment ◽  
Government Support ◽  
Supplier Quality Management ◽  
Quality Design

One of the main concerns in companies is quality management and its relationship to firm performance. Recently a growing interest in research is the important role of the business environment in the competitive strategy choices of companies. By proposing a conceptual framework for a general model that explains the quality management practices-firm performance link and the business environment-firm performance link, we test the moderating role of competitive strategy in the two links empirically. A survey was conducted of 229 pork-processing firms in the emerging economy of China. We find that specific quality management practices contributing to higher performance include in-company quality management, supplier quality management, employee involvement in quality management and process management, while quality design and customer quality management are not included. Findings also indicate that the business environment (government support in our research) has a positive relationship to firm performance. Competitive strategy only strengthens the relationship between firm performance and quality design, process management, supplier quality management and customer quality management.

scholarly journals Does Ownership Determine Business Model?

2019 ◽  
Vol 11 (11) ◽  
pp. 3136
Author(s):  
Li Zhang ◽  
Yingqi Liu ◽  
Ari Kokko
Keyword(s):  
Business Model ◽  
Competitive Strategy ◽  
Qualitative Methodology ◽  
Business Models ◽  
Decisive Role ◽  
Strategic Choices ◽  
External Relations ◽  
New Energy ◽  
New Energy Vehicle ◽  
Historical Resources

The development of a new energy vehicle industry is considered a sustainable approach to solving the global energy crisis and the problem of environmental pollution. The sales of new energy vehicles in China are the highest in the world, and China’s new energy vehicle enterprises have played an important role in this. The business model, as a method for enterprises to achieve their strategic goals, utilizes resource advantages to deliver value to consumers, and is affected by enterprises’ ownership, competitive strategy, and resources. Based on the resource-based view (RBV) theory, the article uses a mixed quantitative and qualitative methodology, selects 30 vehicle enterprises from the mainstream market, and takes product value, suppliers, dealers and external relations, research capabilities, shareholders, and profitability as potential explanatory elements to analyze business model differentiation between different ownership categories. The article explores the reasons for the differences in business models between different ownership classes through case studies and data comparisons. It examines the characteristics and types of business model based on resources and competitive strategy. This study suggests that the ownership of enterprises plays a decisive role in strategic choices and resource acquisition and has a differential impact on the business model in resources and revenue dimensions. A business model represents the result of the interaction between competitive strategy and historical resources, which in turn demonstrates that ownership determines business model.

INNOVATIVE BORN GLOBALS: INVESTIGATING THE INFLUENCE OF THEIR BUSINESS MODELS ON INTERNATIONAL PERFORMANCE

2017 ◽  
Vol 21 (01) ◽  
pp. 1750005 ◽  
Author(s):  
SASCHA KRAUS ◽  
ALEXANDER BREM ◽  
MIRIAM SCHUESSLER ◽  
FELIX SCHUESSLER ◽  
THOMAS NIEMAND
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Model Design ◽  
Born Globals ◽  
International Firm ◽  
Multiple Case ◽  
Business Model Design

Internationalization is a hot topic in innovation management, whereby the phenomenon of “Born Globals” is still limited to research in the domains of Entrepreneurship and International Management. As business model design plays a key role for Born Globals, we link these two concepts. For this, we propose hypotheses about the influence of efficiency-centered and novelty-centered business model design on international firm performance. To test these hypotheses, we performed a quantitative survey with 252 founders of international companies in Germany, Switzerland and Liechtenstein. Additionally, we gained further insights through a case study analysis of 11 Born Globals. The results show that business model design matters to international firm performance and the business model design of Born Globals tends to be more efficiency-centered. Based on a multiple case study, we analyzed business models in a more sophisticated way and derived propositions that yielded in an archetype of a Born Global’s business model.

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