Competitive advantage in the new social care marketplace: a new theoretical perspective

Abstract

Purpose

Changes in the UK social care sector over the past 20 years have effected a fundamental shift in commissioning and delivery relationships. This “quasi-market” challenges existing theory and models around competitive advantage. This study, as outlined in two earlier articles, addressed weaknesses in the defining framework for analysis and business planning in this new environment; the purpose of this concluding paper is to propose a new perspective for those interested in entering this market.

Design/methodology/approach

The original research comprised a constructive research approach through a single holistic case study, using qualitative research methods including document analysis, interviews, secondary data, observations and facilitated meetings.

Findings

This final paper offers a structured framework of analysis and response: the External Drivers Model.

Research limitations/implications

The model was developed for a scenario impacting upon a social housing agency, with ambitions to enter this market as a new provider; it may require further research to establish its generalisability to other organisations and other sectors.

Originality/value

This series of three papers adds to existing knowledge by critiquing current business models, and positing a potential development to existing contingency theory: the External Drivers Model. The study has resulted in a number of outputs including an outline of tools to assist in using the model.

Citation

Dearnaley, P. (2014), "Competitive advantage in the new social care marketplace: a new theoretical perspective", Housing, Care and Support, Vol. 17 No. 1, pp. 5-15. https://doi.org/10.1108/HCS-12-2013-0025