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This paper aims to present a conceptual model of transformative interaction capability (TIC) to fill the research gap between the quality of work–life (QWL) and teamwork performance (TP). Statistical testing in the study used four variables, namely, QWL, TIC, team resilience (TR) and TP.

A conceptual model was developed and empirically tested through a survey. The 240 respondents in this study were made of supervisors, managers, directors and strategic staffs who were a part of new product development teams in service business companies. Note that there were banking, printing, publishing, training, financial institutions, outsourcing, projects and event organizing companies involved in this research. These companies were based in the Special Region of Yogyakarta and Province of Central Java Indonesia.

The research adapted the time interaction performance (TIP) theory, a theory of groups. It revealed that TIC was inserted in the research model. It was to mediate the influence of QWL on TP. Furthermore, the Sobel test results showed that TIC was a mediator of QWL and TP and was pertinent in improving TP.

The three limitations of this study are as follows: first, the survey was conducted only in the service business industry in the Special Region of Yogyakarta and Province of Central Java, Indonesia; second, as this study focuses on TIC as the main mediator, it does not consider variables from other theories such as dominant logic service theory and social exchange theory; third, this research survey only captures the perception of the team.

From a practical perspective, the relationship between QWL, TIC and TP provides clues about how companies can pursue QWL to encourage TIC, which, in turn, affect TR and improve TP.

Using a theory of the TIP approach and theory of groups, the study proposing the concept of TIC can potentially improve TP.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.