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Article
Publication date: 6 February 2007

Bas P. Singer, Bart A.G. Bossink and Herman J.M. Vande Putte

The purpose of this paper is to investigate how organisations use a corporate real estate strategy to support their competitive strategy. It provides a theoretical and…

10033

Abstract

Purpose

The purpose of this paper is to investigate how organisations use a corporate real estate strategy to support their competitive strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate and competitive strategies.

Design/methodology/approach

The paper constructs a model that integrates three real estate strategies and three types of competitive strategies. Case studies in ten multinational firms in The Netherlands apply the model, and describe and analyse the combinations of the firms' real estate – and competitive strategies.

Findings

A standardisation real estate strategy supports all three competitive strategies: lowest costs, differentiation, and focus. A value‐based real estate strategy supports a competitive strategy of differentiation and differentiation‐focus, and does not contribute to a competitive strategy of lowest costs, or lowest costs‐focus. Finally, an incremental real estate strategy is ambiguous, and does not support any of the three competitive strategies.

Originality/value

The paper constructs a literature‐based model that combines real estate strategy and competitive strategy. It applies the model in a study of ten cases. Practitioners can use the model to analyse and reconsider the combination of their organisation's real estate strategy and competitive strategy. Academics can use the qualitative research results to design further research that qualifies and quantifies the relationship between various elements of real estate – and competitive strategy.

Details

Journal of Corporate Real Estate, vol. 9 no. 1
Type: Research Article
ISSN: 1463-001X

Keywords

Article
Publication date: 1 May 2000

Fernando C.A. Santos

This article investigates the relationship between the functional areas of manufacturing and human resources by analysing the practices of human resource management…

7858

Abstract

This article investigates the relationship between the functional areas of manufacturing and human resources by analysing the practices of human resource management associated with the competitive priorities of manufacturing strategy, e.g. quality, delivery performance, flexibility and cost. Within strategic business management, both the competitive priorities of manufacturing and the practices of human resource management need to be observed by the whole organisation. In this way, this study presents how human resource management practices are aligned to business strategies based on cost reduction, quality, delivery performance and product innovation. These practices may also be arranged in different ways in a particular competitive strategy.

Details

International Journal of Operations & Production Management, vol. 20 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 29 May 2009

Cristina Jönsson and Dwayne Devonish

The purpose of this paper is to examine a typology of competitive strategies, which has not been extensively researched in the context of the accommodation sector in…

3478

Abstract

Purpose

The purpose of this paper is to examine a typology of competitive strategies, which has not been extensively researched in the context of the accommodation sector in Barbados, a small developing island state in the Caribbean.

Design/methodology/approach

Data is collected through self‐administered questionnaires from 51 per cent of the hotels in Barbados. Respondents are Human Resource Managers, General Managers or Managing Directors.

Findings

Hotels in the five‐star and higher category place substantial strategic focus in the area of defining service standards and performance, as compared with hotels in the one‐star category. This study suggests that hoteliers should focus on a combination of different strategies advanced by Vandermerwe et al. as a means of securing a competitive advantage. Changes in strategy should be accompanied by training employees as the service and the quality of hotels change. As their customers' demands change, and as the competition changes, the competitive strategies of hotels will change.

Research limitations/implications

Due to cultural differences among the islands in the Caribbean, the findings in this study need to be confirmed by undertaking similar investigations in other islands. Future research should consider the use of a more qualitative approach to better understand the nature of these competitive strategies in the hotel sector. Future research should examine the link between these strategies and company performance in order to determine the best combination of competitive strategies needed for maximum organisational performance.

Practical implications

This study highlights many challenges to be met and opportunities to be seized by managers in Barbados's accommodation sector. Systematically linking different strategies highlighted by Vandermerwe et al. and proactively managing the hotel is one way to do both.

Originality/value

Few studies in this area have been undertaken in small developing island states in the Caribbean. This study attempts to fill this gap by comparing and contrasting the competitive business strategies employed by hotels in Barbados.

Details

International Journal of Contemporary Hospitality Management, vol. 21 no. 4
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 2 November 2015

Yahya N. Al Serhan, Craig C. Julian and Zafar U. Ahmed

The purpose of this paper is to develop and justify a theoretical framework for analyzing the relationship between manufacturing strategy, business strategy, time-based…

1336

Abstract

Purpose

The purpose of this paper is to develop and justify a theoretical framework for analyzing the relationship between manufacturing strategy, business strategy, time-based manufacturing competence, capability and competitiveness and their impact on firm performance for firms operating in the manufacturing sector. Many executives and scholars have argued that time is an important component for developing a brilliant strategy to achieve a sustainable competitive advantage for the firm.

Design/methodology/approach

This paper provides a theoretical framework primarily concerned with the relationship between time-based manufacturing competence, competitive priorities and firm performance. The framework suggests that firms focusing on time as a strategic factor at both strategic levels – business strategy and manufacturing strategy – can achieve a multi-competitive advantage, and, in turn, high performance.

Findings

To realize the level of performance associated with time-based manufacturing competence, it is essential for firms to identify the areas in which time can be reduced. These include reduction in design lead time, product concept to production; time-based competition for product-to-market firms; time-based manufacturing competence; product development activities; fast-to-product; and customer service.

Originality/value

This article provides a theoretical framework for linking manufacturing strategy to business strategy and performance to help expand the body of knowledge for other researchers to follow.

Details

International Journal of Commerce and Management, vol. 25 no. 4
Type: Research Article
ISSN: 1056-9219

Keywords

Article
Publication date: 1 November 1996

William A. Drago

This study investigates the relationship between a firm's competitive strategy and strategic plan intensity, defined as the emphasis placed on strategic planning in…

2822

Abstract

This study investigates the relationship between a firm's competitive strategy and strategic plan intensity, defined as the emphasis placed on strategic planning in guiding the future decisions and activities carried out by organisational members. The research question addressed is “Under what competitive strategy contexts does high strategic plan intensity lead to greater performance?” The competitive strategies considered are low‐cost, differentiation and competitive strategy segmentation. Strategic plan intensity is viewed as the combined emphasis a firm places on mission/vision, long‐term objectives, planned activities, short‐term objectives and policies in guiding the decisions and activities of organisation members.

Details

Management Research News, vol. 19 no. 11
Type: Research Article
ISSN: 0140-9174

Article
Publication date: 13 July 2022

Sidhartha Das and Cem Canel

The purpose of this study is to propose a framework depicting the dynamic links between a firm’s external environment, competitive strategy, manufacturing strategy

Abstract

Purpose

The purpose of this study is to propose a framework depicting the dynamic links between a firm’s external environment, competitive strategy, manufacturing strategy, competitive advantage and firm performance. This is followed by articulating expected differences among the the content and process dimensions dimensions of a manufacturing strategy for different competitive strategies.

Design/methodology/approach

Today, manufacturing is widely recognized as one of the most important means of creating and sustaining a competitive advantage. This paper studies the emerging broader view of the strategic role of manufacturing by offering a manufacturing strategy model, showing its impact on competitive advantage and, ultimately, firm performance. This is accomplished by identifying and defining major content and process dimensions of manufacturing strategy and relating them to a firm’s strategic type. The paper uses an integrative competitive strategy typology (Segev, 1989) to clarify differences in manufacturing strategy dimensions and different competitive strategies. The concept of “fit as gestalt” among the dimensions of manufacturing strategy is also introduced. This study presents the implications of fit between manufacturing and competitive strategy and the contribution of content and process dimensions of manufacturing strategy to firm performance and concludes by providing implications for executives and future research issues.

Findings

Differences in content and process dimensions of manufacturing strategy for different competitive strategies are clarified.

Research limitations/implications

Other researchers may propose different frameworks for linking manufacturing and competitive strategies.

Originality/value

This paper presents an integrative view of competitive and manufacturing strategies. It highlights the numerous choices companies must make to ensure fit among the competitive strategic types and their corresponding manufacturing strategies. This integration adds coherence and parsimony to the literature. It provides a basis for conceptualizing manufacturing strategy, thus reconciling different strategic perspectives and reducing a potential source of conflicting research results.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Book part
Publication date: 5 October 2020

Yeşim Koçyiğit and Akif Tabak

Decisions about strategies to be implemented and organization design are important in having competitive advantage for companies. Although this statement widely takes…

Abstract

Decisions about strategies to be implemented and organization design are important in having competitive advantage for companies. Although this statement widely takes place in management literature, very little research has been done on this subject in Turkey. The aim of this study is to examine the mediating role of competitive strategies in the impact of organizational flexibility on competitive advantage in order to extend about empirical literature of the structure-strategy-competitive advantage paradigm based on the resource-based view (RBV). In this context, the data were collected from the top 500 industrial enterprises in Turkey. The data were tested via structural equation model. The findings of our research show that the direct effect of organizational flexibility on competitive superiority was marginally significant and when three different competitive strategies were included between these two variables in the model, the marginally significant effect of organizational flexibility on the competitive advantage disappeared. In other words, the full mediating role of applied competition strategies in the effect of organizational flexibility on competitive advantage has been identified. Our findings are similar to the findings of other studies that consider organizational structure as a valuable resource and examine the relationship between the structure and the strategy according to the RBV.

Article
Publication date: 25 January 2022

Manjeet Kharub, Rahul S. Mor and Sudhir Rana

This paper examines the mediating role of manufacturing strategies in the relationship between competitive strategies and firm performance.

Abstract

Purpose

This paper examines the mediating role of manufacturing strategies in the relationship between competitive strategies and firm performance.

Design/methodology/approach

This study gathered 250 responses from firms in a developing country's key manufacturing sectors, including mechanical, electronics, automotive, textile and food. First, descriptive statistics were applied to fix outliers like respondent biases, missing values and normality issues. Second, exploratory factors analysis (EFA) ensured data adequacy and homogeneity through Kaiser–Meyer–Olkin (KMO) and Bartlett tests. Finally, confirmatory factors analysis (CFA) was used to identify the interactions (direct, indirect and total effects) between latent variables representing manufacturing strategies (quality, cost, delivery and flexibility), competitive strategies (cost-leadership and differentiation) and firms' performance (sales growth and profitability). In total, two structural equation modelling (SEM) models (SEM-I, SEM-II) were created to test the hypotheses.

Findings

Of the 40 items identified by the literature review, four were outliers, and three could not satisfy the EFA criteria (eigenvalue >1). Only 33 items could therefore reach CFA. SEM–I and SEM-II study results found no direct relationship between competitive strategies and firm performance (−0.03 = β = 0.08; p > 0.05). However, the findings revealed that cost-leadership could be an appropriate strategic choice and improved firms' performance if the quality and delivery are focussed (0.20 = β = 0.87; p < 0.001). While competitive strategies impact manufacturing strategies positively, the latter is only a mediator between the cost-leadership strategy and the firms' performance.

Originality/value

This research shows that the cost-leadership approach currently seems viable; however, flexibility and cost requirements were not satisfied due to infeasible product differentiation. These results will be beneficial to executives interested in investing in India's industries.

Details

Benchmarking: An International Journal, vol. 29 no. 10
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 13 August 2021

Waqas Ali, Imran Ibrahim Alasan, Mushtaq Hussain Khan, Shujahat Ali, Jun-Hwa Cheah and T. Ramayah

This paper aims to investigate whether the effect of competitive strategies on the performance is significantly different for fully fledged Islamic banks vis-a-vis…

Abstract

Purpose

This paper aims to investigate whether the effect of competitive strategies on the performance is significantly different for fully fledged Islamic banks vis-a-vis conventional banks with Islamic window. Specifically, two competitive strategies namely the low-cost strategy and the differentiation strategy were considered. In addition, we examined further the competitive strategies–performance nexus by introducing enterprise risk management as a mediating factor.

Design/methodology/approach

This study used structured questionnaires to collect data from 506 respondents (251 from fully fledged Islamic banks and 255 from conventional banks with Islamic window). A disjoint two-stage approach was employed to analyze a hierarchical component model. Construct Level Correction and Measured Latent Marker Variable approaches were employed to assess the common method variance. As a robustness check, two-stage approach was used to explore the curvilinear relationship, and the Gaussian copula approach was adopted to address the endogeneity issue.

Findings

The findings show the evidence of complementary partial mediation in the relationships between low-cost strategy, differentiation strategy, and performance through enterprise risk management practices in both types of banks.

Practical implications

Competitive strategies are essential as they send signals to owners, managers, policymakers, and regulatory authorities. On the one hand, fully fledged Islamic banks face dual competition from pure conventional counterparts as well as conventional banks with Islamic window. On the other hand, Islamic window banks also face strong competition from the fully fledged Islamic banks due to their strong Shariah roots. Hence, this competitive pressure on both types of banks calls for more attention to focus on competitive strategies and enterprise risk management practices to accelerate their performance and overcome the bank risk. Moreover, these competitive strategies can be used as a tool to enter into a new market by reducing costs and risks. Besides, banks cannot achieve a competitive advantage without implementing enterprise risk management practices because competitive strategies are significant antecedents of enterprise risk management practices. Therefore, this study recommends both types of banks to focus on enterprise risk management practices to make these strategies successful.

Originality/value

To the best of our knowledge, this is the first study to examine the competitive strategies–performance nexus and the mediating role of enterprise risk management practices in an unexplored area of Islamic banking.

Details

International Journal of Islamic and Middle Eastern Finance and Management, vol. 15 no. 1
Type: Research Article
ISSN: 1753-8394

Keywords

Article
Publication date: 8 March 2021

Inêz Manuele dos Santos, Caroline Maria de Miranda Mota and Luciana Hazin Alencar

This paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be…

Abstract

Purpose

This paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.

Design/methodology/approach

The proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.

Findings

Findings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.

Originality/value

Due to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.

Details

Business Process Management Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

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