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Article
Publication date: 11 July 2019

Sabine Khalil

The purpose of this paper is to explore the role that cloud adoption plays in the strategies of large firms. As an innovative and transforming technology, cloud computing…

Abstract

Purpose

The purpose of this paper is to explore the role that cloud adoption plays in the strategies of large firms. As an innovative and transforming technology, cloud computing can have a significant impact on firms. It may propel them to adapt their existing strategies to survive in today’s unstable, rapidly expanding, digital environment.

Methodology

The relationship between cloud computing and company strategy was explored through a qualitative research study. The author conducted 35 semi-structured interviews with business and IT stakeholders working in large French organizations.

Findings

Analysis of the results demonstrates that large cloud-adopting firms are driven by three main needs: a need to maintain their place in a highly competitive market, a need to implement innovative solutions and a need to lower costs.

Research limitations/implications

The limitations of this research include a number of contingency factors, such as the location of these firms (France) and their size (large). However, the academic literature does not address how adopting cloud services will affect the strategies used by large firms. Given the complex structures of these firms, it seems inevitable that they will adapt their strategies. This is highlighted by this study, which sheds light on the importance of the relationship between cloud adoption and company strategies.

Practical implications

This exploratory research study stresses the importance of companies adapting their strategies and enables business professionals to focus on redirecting their strategies when adopting cloud services. In addition, this study provides examples of the behavior of large firms in the French market.

Originality/value

Companies need to develop effective business strategies to survive, especially in today’s modern world. This paper shows that cloud adoption is leading firms to alter their strategies, and has led to the emphasis of three types of strategy: competition, innovation and cost reduction.

Details

Journal of Business Strategy, vol. 40 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 19 November 2018

Wilfred Dolfsma and Rene Van der Eijk

The purpose of this paper is to review and assess the different strategies that what we call Info-firms can deploy in the markets that they serve. In many markets, a firm

Abstract

Purpose

The purpose of this paper is to review and assess the different strategies that what we call Info-firms can deploy in the markets that they serve. In many markets, a firm’s competitive advantage is derived from its information position. Firms that actively and extensively collect customer information may develop a number of strategies to increase their competitiveness. We refer to such firms as info-firms – for some firms, this is all that they do: collect and sell data about consumers. Info-firms can target either customers or other firms, and they target either existing or adjacent markets. A 2 × 2 matrix characterizing strategies is introduced. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies that are discussed are new. The strategies that info-firms develop and use change the dynamics in value chains substantially. The strategies adopted affect the market and value chain dynamics and determine which parties in the market are likely to benefit (most).

Design/methodology/approach

This is a conceptual paper.

Findings

The strategies that info-firms develop and use change their dynamics in value chains substantially. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies are new.

Research limitations/implications

Drawing on an economic theory, an evaluation of the strategies that info-firms develop is offered, identifying which parties stands to gain the most.

Practical implications

The effects of the use of strategies used by info-firms have been largely overlooked, and yet, strategies adopted affect the market and value chain dynamics and determine which parties in a market are likely to benefit (most).

Originality/value

The classification of strategies that info-firms can develop, and the likely effects on the market dynamics and economic prospects of different market players has not been discussed in the literature so far. A comprehensive and novel perspective is offered.

Details

Journal of Business Strategy, vol. 39 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

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Article
Publication date: 10 May 2013

Deirdre Canavan, Pamela Sharkey Scott and Vincent Mangematin

Reliance on individual talent and motivation renders creative professional service firms (PSFs) highly dependent on their ability to attract and mobilise the right

Abstract

Purpose

Reliance on individual talent and motivation renders creative professional service firms (PSFs) highly dependent on their ability to attract and mobilise the right individuals. This paper aims to build an integrated framework showing firstly how creative industry PSFs can differ in their strategy for growth, and secondly how these alternative strategies for growth can influence the firm's approach to organising and the type of talent required.

Design/methodology/approach

The findings are based on a series of interviews with managing directors, senior management and practitioners of architectural organisations in a single country, combined with an extensive literature review.

Findings

The authors' framework illustrates how the proposed growth strategies for creative PSFs are aligned to alternative professional talent profiles – a product portfolio strategy where the firm structures for efficiency aligned to a managerial talent profile, and an artistic competency strategy where the firm structures for creativity aligned to a technical talent profile.

Research limitations/implications

The usual limitations apply in terms of generalisability of findings from case studies.

Practical implications

The authors' proposed framework represents a novel attempt to help management of creative PSFs to align their growth strategies with human resource practice to achieve the firm's objectives, and provide valuable practical advice to managers on achieving this “fit”.

Originality/value

By linking the firm's strategy and structure to identify the organisation's human resource requirements, the authors provide a novel framework for how creative PSFs can attract and retain the type of talent profile and motivational characteristics best suited to perform consistently and contribute to achieving the firm objectives.

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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…

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

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Article
Publication date: 1 March 2021

Young Hoon An, Soonkyoo Choe and Jihoon Kang

The purpose of this study is to analyse the effects of market-based and nonmarket-based strategies on firm performance in African countries. This study also investigates…

Abstract

Purpose

The purpose of this study is to analyse the effects of market-based and nonmarket-based strategies on firm performance in African countries. This study also investigates host country institutions' effect on the relationship between firm strategies and performance in these countries.

Design/methodology/approach

Data of 1,276 firms in five African countries were obtained from two different sources: The World Bank Enterprise Database and The Global Competitiveness Report. Two-stage least squares regression was applied.

Findings

Both market-based strategies and corporate political activity (CPA)improve firm performance in the African countries included in the analysis. Institutional development also has a direct positive impact on firm performance. However, the effect of CPA weakens as the host country shifts towards more efficient, market-oriented institutions. Furthermore, the results show that local African firms benefit more from institutional development than foreign firms.

Originality/value

The paper confirms and extends our understanding of the dynamic fit between institutions and strategy by highlighting the moderating role of institutional development on CPA and market-based strategies in enhancing firm performance.

Details

Multinational Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1525-383X

Keywords

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Article
Publication date: 1 December 2020

Frank Tian Xie, Naveen Donthu and Wesley J. Johnston

This paper aims to present a new framework that describes the relationship among market entry order and timing, the advantages accruing to first-movers and late-movers…

Abstract

Purpose

This paper aims to present a new framework that describes the relationship among market entry order and timing, the advantages accruing to first-movers and late-movers, entry timing premium (ETP), marketing strategy and enduring market performance of the firms. The framework, empirically tested using data from 241 business executives, expands extant research into new territory beyond first- and late-mover advantages in an attempt to reconcile a few streams of research in the area and provides an entry related, strategic assessment tool (ETP) for the managers. Contribution to marketing strategy theory and managerial implications are also presented.

Design/methodology/approach

Participants included informants in a firm’s strategic business unit who were the most familiar with a new product’s commercial launch, market condition at launch, competitor offerings, marketing activities and capabilities and eventual integration into or withdrawal from the product’s portfolio. Therefore, for the survey, the study targeted chief executive officers, vice presidents of marketing or sales, product or sales managers, general managers and regional managers. Both preference bias (Narus, 1984) and survivor biases among the respondents were addressed.

Findings

The research result of this study reveals two very significant aspects of marketing and marketing strategies. First, the importance of financial, pricing and cost strategies further attests to the fiercely competitive nature of the global market today and the tendency for firms to commoditize most products and services. An effective financial and pricing strategy, coupled with a higher level of ETP, is capable of leading a firm to initial market success in the product-market in which it competes. Both ETP (a positional advantage and resource of the firm) and financial and pricing strategies (a deliberate strategic decision of the management) are important to achieve this goal.

Research limitations/implications

This study is limited in several ways. The effects of entry order and timing on market performance could be dependent on the types of industries and types of product categories involved. However, as the hypotheses were well supported, the “industry specific” factors would provide “fine-tuning” in the future study. Second, the nature of the product (goods or services) may also present varying effects on the relationship studied (for differences between manufacturing and service firms in pioneering advantages, see Song et al., 1999). Services’ intangible nature, difficulty in protecting property rights, high involvement of boundary-spanning employees and customers, high reliance on delivery and quality, and ease of imitation may alter the proposed relationships in the model and the moderating effects. Third, although this study used a “retrospective” protocol approach in the data collection by encouraging respondents to recall market, product and business information, this study is not longitudinal. Lack of longitudinal data in any study involving strategic planning, strategy execution and the long-term effects is no doubt a weakness. In addition, due to peculiarity and complexity with regard to regulation and other aspects in pharmaceutical and other industries, the theory might be limited to a certain extent.

Practical implications

In all, the integrated framework contributes to the understanding of the intricate issues surrounding first-mover advantage, late-mover advantage, entry order and timing and the role of marketing strategy. The framework provides practitioners guidance as to when to enter a product-market to gain advantageous positions and how to maintain that advantage. Firms that use a deliberate late-mover strategy could also benefit from the research finding in mapping out their strategic courses of action.

Originality/value

This study believes that the halo effect surrounding first-mover advantage may have obscured the visions of some researchers and managers, and the pursuit of a silver bullet has led to frenzied interests in becoming a “first-mover” or a deliberate “late-mover”. The theoretical framework, which is substantiated by empirical testing, invalidates the long-held claim that entry of a particular kind (first-movers or late-movers) yields any unique competitive advantage. It is a firms’ careful selection of marketing strategies and careful execution of the strategies through effective operational tactics that would lead to enduring competitive advantage, under an adequate level of ETP.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Book part
Publication date: 3 May 2016

David P. Baron

This paper provides a perspective on the field of nonmarket strategy. It does not attempt to survey the literature but instead focuses on the substantive content of…

Abstract

This paper provides a perspective on the field of nonmarket strategy. It does not attempt to survey the literature but instead focuses on the substantive content of research in the field. The paper discusses the origins of the field and the roles of nonmarket strategy. The political economy framework is used and contrasted with the current form of the resource-based theory. The paper argues that research should focus on the firm level and argues that the strategy of self-regulation can be useful in reducing the likelihood of challenges from private and public politics. The political economy perspective is illustrated using three examples: (1) public politics: Uber, (2) private politics: Rainforest Action Network and Citigroup, and (3) integrated strategy and private and public politics: The Fast Food Campaign. The paper concludes with a discussion of research issues in theory, empirics, and normative assessment.

Details

Strategy Beyond Markets
Type: Book
ISBN: 978-1-78635-019-0

Keywords

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Book part
Publication date: 1 January 2008

Ron Sanchez

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of…

Abstract

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the Resource-Base View (RBV) as popularized by Barney (1986, 1991, 1997). This analysis identifies seven fundamental conceptual deficiencies and logic problems in Barney's conceptualization of “strategically valuable resources” and in Barney's VRIO framework for identifying strategically valuable resources that can be sources of sustained competitive advantage. Three problems – the Value Conundrum, the Tautology Problem in the Identification of Resources, and the Absence of a Chain of Causality – relate to the RBV's and VRIO's failure to provide an adequate conceptual basis for identifying strategically valuable resources. The Uniqueness Dilemma, the Cognitive Impossibility Dilemma, and an Asymmetry in Assumptions about Resource Factor Markets result in an inability of the VRIO framework to support identification of resources that can be sources of sustained competitive advantage. More fundamentally, the core proposition of the RBV – that resources that are strategically valuable, rare, inimitable, and organizationally embedded are sources of sustainable competitive advantage – is argued to result directly in the Epistemological Impossibility Problem that precludes use of the scientific method in RBV research. This chapter argues that until these conceptual deficiencies and logic problems are recognized and remedied, the RBV – in spite of its current popularity – is and will remain theoretically sterile and incapable of contributing in any systematic way to the development of strategy theory.

Part II of this chapter then suggests how foundational concepts developed within the competence perspective on strategy provide essential remedies for the identified deficiencies and problems in the RBV – and thereby provide a more conceptually adequate basis for representing the nature of firms in the scientific study of their interactions and competitive outcomes.

Details

A Focused Issue on Fundamental Issues in Competence Theory Development
Type: Book
ISBN: 978-1-84855-210-4

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Book part
Publication date: 16 November 2012

Hans van Kranenburg, Cosmina Lelia Voinea and Marije Burger

Purpose – This chapter explores the rationale for foreign companies to have a political strategy and how these companies are politically active in a small, open and…

Abstract

Purpose – This chapter explores the rationale for foreign companies to have a political strategy and how these companies are politically active in a small, open and regionally integrated economy. The reasons why companies are engaged in corporate political activities are tied to the rationales for corporate political actions but are also interrelated with the question of how effective is the selected corporate political approach in the institutional environment of a host country. The approach of political corporate activities is based on the relational and transactional approaches.

Design/methodology/approach – This chapter is largely exploratory and focuses on a non-American political context. The evidence is coming from the foreign firms operating in the chemical sector of a small, open and regionally integrated economy, the Netherlands, which is part of the larger economic entity the European Union (EU). In-depth interviews were conducted with general managers of foreign-owned firms because they could provide most insight into the political strategies of their subsidiary. The data collected through the interviews were analysed using content analysis, by using four entities of analysis: analysis on words, sentences, fragments or themes.

Findings – Empirical evidence shows a strong transactional predisposition among the political activities of foreign firms as a result of the red tape bureaucratic Dutch system. On a standalone basis, the small foreign firms did not consider that they have the power to influence political decision making in any way. The majority of firms are member of an industry association. These associations interact with political decision makers in the Netherlands on behalf of these firms.

Originality/value of chapter – This chapter takes a foreign firm-specific level of analysis on corporate political strategies approach in a host institutional environment, which is generally more researched at multinational enterprises level. The Netherlands, with a small, open and regionally integrated economy, represents a totally different setting than the pluralist country, in particular the American one, and therefore, the existing American based literature on political strategies will be less representative for this corporatist country. The design choice and the effect of the approach of political strategies implemented by the foreign firms are affected by the specific host institutional environment.

Details

New Policy Challenges for European Multinationals
Type: Book
ISBN: 978-1-78190-020-8

Keywords

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Book part
Publication date: 31 December 2003

Mihnea C Moldoveanu, Joel A.C Baum and Tim J Rowley

We introduce a multi-level model of the dependence of interfirm network topologies on the distribution and commonality of information in a network and the information…

Abstract

We introduce a multi-level model of the dependence of interfirm network topologies on the distribution and commonality of information in a network and the information strategies pursued by its member firms. Network topology, information properties of the network, and firm-level action within the network form dynamic, recursive, cross-level relationships – information properties in the network determine firm-level action, which in turn impacts the network topology and information properties. We derive predictions about the kinds of information strategies that firms are likely to adopt and succeed with in different information regimes, and about the kinds and short- and long-run dynamics of network topologies expected under different information regimes. Our model sheds new light on network topologies as a dependent variable that can be explained by network-level information regimes and firm-level information strategies.

Details

Multi-Level Issues in Organizational Behavior and Strategy
Type: Book
ISBN: 978-0-76231-039-5

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