Advanced
search

To read this content please select one of the options below:

Critical tactics for implementing Porter's generic strategies

Obasi Akan (Assistant professor of management at the University of Tennessee at Chattanooga. He earned his PhD from the Case Western Reserve University. He has published articles on the role of conversation in creating effective group and team performance.)
Richard S. Allen (University of Chattanooga Foundation associate professor of management at the University of Tennessee at Chattanooga. He earned his PhD from the University of Pittsburgh. He has published numerous articles on the reward systems, motivation, and strategy.)
Marilyn M. Helms (Sesquicentennial Endowed Chair and professor of management at Dalton State College. She holds a doctorate degree from the University of Memphis. She had published extensively on the topics of strategy, quality, and international management.)
Samuel A. Spralls III (Assistant professor of marketing at the University of Tennessee at Chattanooga. He earned his PhD at Texas Tech University. His research interests include exploring ways that firms can realize the benefits of virtual integration.)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 January 2006

44675

Abstract

Purpose

–

To identify and cite examples of critical tactics for implementing Porter's generic strategies.

Design/methodology/approach

–

A survey of over 200 organizations was conducted to determine their relative use of tactics and organizational performance. Factor analysis and regression analyses were used to identify tactics that were strongly related to organizational performance. Examples of implementation are presented to illustrate use of the critical tactics.

Findings

–

A list of ten tactics were identified as significantly related with the generic strategies and higher levels of organizational performance.

Research limitations/implications

–

As is typical with survey research, the convenience sample of organizations used in this survey may or may not be representative of all organizations. Also, when using regression analysis it is important to keep in mind that correlation does not necessarily mean causation. Therefore we are not certain that the significant tactics caused the higher levels of organizational performance.

Practical implications

–

Managers will gain the knowledge of how to better tailor their strategy implementation to more effectively implement whatever generic strategy they attempt to use. Managers should pay particular attention to the critical tactics associated with their generic strategy.

Originality/value

–

This article is a practitioner‐oriented translation of an academic research study. The value of the current article is to share our findings with a more practitioner‐oriented community and present the implications of our findings to managers and decision‐makers in a less technical format.

Keywords

Citation

Akan, O., Allen, R.S., Helms, M.M. and Spralls, S.A. (2006), "Critical tactics for implementing Porter's generic strategies", Journal of Business Strategy, Vol. 27 No. 1, pp. 43-53. https://doi.org/10.1108/02756660610640173

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

Related articles

Manage cookies

We’re listening — tell us what you think

Join us on our journey