Search results

1 – 10 of over 113000
To view the access options for this content please click here

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

To view the access options for this content please click here
Article
Publication date: 14 November 2016

Andrew T. Thoeni, Greg W. Marshall and Stacy M. Campbell

The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing…

Abstract

Purpose

The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation.

Design/methodology/approach

Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market.

Findings

The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market.

Research limitations/implications

The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance.

Practical implications

This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources.

Originality/value

This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.

Details

European Journal of Marketing, vol. 50 no. 12
Type: Research Article
ISSN: 0309-0566

Keywords

Content available
Article
Publication date: 15 June 2015

Ville Eloranta and Taija Turunen

The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories …

Abstract

Purpose

The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis.

Design/methodology/approach

A systematic literature review analyzes the links between the service infusion and strategy literature.

Findings

The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors.

Research limitations/implications

The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution.

Originality/value

This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

Details

Journal of Service Management, vol. 26 no. 3
Type: Research Article
ISSN: 1757-5818

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 2005

Bo Bernard Nielsen

This article traces the evolution of strategic management and knowledge management research during the past four decades with particular emphasis on the role of knowledge…

Abstract

This article traces the evolution of strategic management and knowledge management research during the past four decades with particular emphasis on the role of knowledge in interorganizational collaborative arrangements. By outlining the main strategic management perspectives in contemporary business literature and combining them with current knowledge management perspectives, an indication of the evolution of research pertaining to strategic knowledge management emerges. It is shown that most of the current strategic knowledge management research is conducted within the existing paradigms of strategic management. A criticism of this is offered and the article concludes by offering a new, more dynamic perspective of knowledge management, focusing on the synergies of knowledge‐related capabilities in explaining the formation and economic justification of strategic collaborative arrangements.

Details

Competitiveness Review: An International Business Journal, vol. 15 no. 1
Type: Research Article
ISSN: 1059-5422

Keywords

To view the access options for this content please click here
Article
Publication date: 14 October 2014

Pedro Marcelo Torres, João Veríssimo Lisboa and Mahmoud M. Yasin

The purpose of this study is twofold. First, the relevant literature is reviewed briefly to provide a strategic context of the different views on strategy development. In…

Abstract

Purpose

The purpose of this study is twofold. First, the relevant literature is reviewed briefly to provide a strategic context of the different views on strategy development. In the process, the linkages between the e-commerce view of strategy and previous views are explored. As such, the perspectives of different schools of thought on strategy are briefly highlighted. Second, the different dimensions of the e-commerce strategy and their impact on organizational performance are investigated.

Design/methodology/approach

A survey integrating different theoretical views of value creation was developed and sent to Portuguese e-commerce firms to assess the underlying dimensions of their strategies through factorial analysis. Then, a clustering analysis was performed to determine strategic groups to compare corporate performance.

Findings

Three e-commerce dimensions were identified: marketing, innovation and efficiency. Results of data analysis suggest that differentiation factors have impact on corporate performance in the context of virtual markets.

Research limitations/implications

Although the Portuguese specific nature of the study could be seen as a limitation of the generalization of the findings, in the authors’ view, it is not truly a limitation because Portuguese executives face the same challenges that other countries counterparts, due to the universal application of e-commerce. Moreover, the use of a Portuguese sample validates findings from other cultural settings, contributing toward a unified theory and testing its applicability. In this way, it is an opportunity rather then a limitation.

Practical implications

The research identifies what is strategic and highlights the competitive methods that enhance differentiation in virtual markets, which could be useful as a framework for strategic formulation. Moreover, it provides a theoretical rational for investments in intangible assets.

Originality/value

The development of a survey to assess e-commerce strategies and the identification of the e-commerce strategic dimensions are the main contributions of this research, which highlights the importance of differentiation factors in virtual markets.

Details

Competitiveness Review, vol. 24 no. 5
Type: Research Article
ISSN: 1059-5422

Keywords

To view the access options for this content please click here
Book part
Publication date: 20 June 2005

Noël Houthoofd and Aimé Heene

The paper describes six major approaches within strategic groups research: the industrial organization perspective (the IO-view), the strategic choice perspective, the…

Abstract

The paper describes six major approaches within strategic groups research: the industrial organization perspective (the IO-view), the strategic choice perspective, the strategy types perspective, the cognitive perspective, the customer perspective, and the business definition perspective. The two most promising perspectives to make real advances in the strategic management discipline seem to be the cognitive view and the business definition perspective. The purpose of a grouping based on business definitions is to provide an insight, as objective as possible, of the industry’s substructure which also corroborates with the cognitive maps of the industry which the CEOs have in mind. From a practical point of view, the classification of firms in groups based on commonality in business definition (buyer scope, product scope, geographical scope and degree of vertical integration), allows managers to compare their own firms with comparable firms (the firms within the same group). The research concerning strategic groups in the Belgian beer brewing sector and the Belgian electrical wholesale sector is presented. The major problems within the strategic groups research are discussed.

Details

Competence Perspectives on Managing Interfirm Interactions
Type: Book
ISBN: 978-0-76231-169-9

To view the access options for this content please click here

Abstract

Details

Building Markets for Knowledge Resources
Type: Book
ISBN: 978-1-78635-742-7

To view the access options for this content please click here
Book part
Publication date: 23 December 2005

Luca Zan

This article reflects on the lack of focus on history characterizing the strategic management field. Reasons and consequences of such a peculiar situation need to be…

Abstract

This article reflects on the lack of focus on history characterizing the strategic management field. Reasons and consequences of such a peculiar situation need to be pointed out in order to develop a better history-grounded research approach inside the field.

In terms of (the missing) history of thought, a fear of history seems to characterize the field, for a more aware historical understanding of strategic management and practices is likely to question not only notions and concepts, but the very perception of the field as a practically oriented discipline. A lack of historical reflection is usually preferred, wherein strategic management seems to come out of the blue, ignoring its inner evolution over time, and the relationships with previous bodies of knowledge in the business realm, such as for instance administrative sciences and accounting.

In terms of the history of practice the situation is – if possible – even worse, with an obscure understanding of contexts and features of managerial practices in the past. Archival research is called for here, drawing on two research projects on pre-industrial revolution context (the Spanish Royal Tobacco Factory in the XVIII century, and the Venice Arsenal in the turn of the XVI century), in order to examine how prior management practices can influence and inform our present understanding of the discipline of strategic management. A less simplistic view of managing practices in the past emerges, which challenges the commonly held cycle of innovation and discontinuity perpetually alleged in the strategic management field to legitimize its own existence as a research area.

While strategic management tools show a potential contribution to historical understanding in this archival research, a more historically aware understanding of the evolution of the field is thus intended as a way to falsify strategic management theory.

Details

Strategy Process
Type: Book
ISBN: 978-1-84950-340-2

To view the access options for this content please click here
Article
Publication date: 26 September 2008

Milorad M. Novicevic, Michael G. Harvey, M. Ronald Buckley and Garry L. Adams

The purpose of this paper is to provide a comprehensive analysis of methodological issues that accompany the articles reviewing past research in strategic management.

Abstract

Purpose

The purpose of this paper is to provide a comprehensive analysis of methodological issues that accompany the articles reviewing past research in strategic management.

Design/methodology/approach

The topic of the philosophical underpinnings and implications of historicism in strategy reviews is examined by contrasting and explaining deterministic, indeterministic, and underdeterministic views of strategy's intellectual history.

Findings

Three diverse philosophical approaches to historicist interpretation are found to be embedded in key review articles in the field of strategic management.

Practical implications

This paper indicates the need to develop and teach an accepted methodology of systematically reviewing and interpreting available knowledge in strategic management.

Originality/value

The unique contribution of this paper is that it indicates new paths that are important not only for the development of an alternative way to construct a shared history of the subject but also for the development of common norms for review articles that could help to advance strategic management scholarship.

Details

Journal of Management History, vol. 14 no. 4
Type: Research Article
ISSN: 1751-1348

Keywords

To view the access options for this content please click here
Article
Publication date: 20 March 2018

John A. Parnell

Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now…

Abstract

Purpose

Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance.

Design/methodology/approach

A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, management and marketing capabilities, competitive and technology uncertainties and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS.

Findings

Emphasis on NMS was linked to high marketing capability, high competitive uncertainty and high technology uncertainty. Cost leaders were more likely than differentiators to emphasize on NMS, although all three strategies were positive drivers of performance. NMS appears to be viewed as a part of an integrated strategic approach by managers in many organizations.

Research limitations/implications

The sample included mangers in multiple industries. Self-typing scales were used to assess strategic emphasis and firm performance.

Practical implications

Emphasis on NMS can promote firm performance, but the relationship is complex. Strategic managers should align the NMS with organizational capabilities and a market-oriented strategy appropriate for the firm.

Originality/value

This paper provides empirical support for a model linking select strategic uncertainties, capabilities, market strategy and NMS and firm performance. It supports NMS as a key performance driver, but with links to uncertainties and capabilities that differ from those of market strategies.

1 – 10 of over 113000