Relevant bibliographies by topics / Competitive strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Competitive strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 21 February 2023

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Journal articles on the topic "Competitive strategy"

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Otinashvili, Ramaz. "Comparative competitive strategy." Works of Georgian Technical University, no. 4(518) (December 15, 2020): 25–33. http://dx.doi.org/10.36073/1512-0996-2020-4-25-33.

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The Comparative competitive strategy of a business depends on the introduction of modern management practices. According to competitive strategy, business objects can be classified as market leaders, challengers, followers, and objects, with own market niches. The key aspects of their competition are analyzed as well. It is noted that the competition strategies are difficult to implement and require a considerable amount of resources. Considering the examples of successful companies around the world, there is no universal model of competitive strategy for a particular business. Each firm must individually select the strategy that suits it, based on its goals, challenges, and opportunities.
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Gartner, William B., and Michael E. Porter. "Competitive Strategy." Academy of Management Review 10, no. 4 (October 1985): 873. http://dx.doi.org/10.2307/258056.

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Porter, Michael E. "COMPETITIVE STRATEGY." Measuring Business Excellence 1, no. 2 (February 1997): 12–17. http://dx.doi.org/10.1108/eb025476.

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Bernhardt, Douglas C. "Competitive intelligence: Lifeblood of competitive strategy." Competitive Intelligence Review 7, no. 1 (1996): 38–44. http://dx.doi.org/10.1002/cir.3880070109.

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Nakamura, Sena. "Competitive Marketing Strategy." Japan Marketing Journal 39, no. 1 (June 28, 2019): 97–105. http://dx.doi.org/10.7222/marketing.2019.028.

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Cheol-Ho Shin and 정미화. "WINENARA’s Competitive Strategy." Journal of Strategic Management 11, no. 2 (June 2008): 85–105. http://dx.doi.org/10.17786/jsm.2008.11.2.004.

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Lei, Lei. "Flexible competitive strategy." Nature Plants 4, no. 1 (January 2018): 9. http://dx.doi.org/10.1038/s41477-017-0094-5.

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Sun, Xiaoyan, Hao Ma, and Mengyue Su. "Multiple Domain Competition: Integration of Competitive Strategy and Corporate Political Strategy." Academy of Management Proceedings 2021, no. 1 (August 2021): 12055. http://dx.doi.org/10.5465/ambpp.2021.12055abstract.

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Baldasty, Gerald J., and Myron K. Jordan. "Scripps' Competitive Strategy: The Art of Non-Competition." Journalism Quarterly 70, no. 2 (June 1993): 265–75. http://dx.doi.org/10.1177/107769909307000203.

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This article focuses on the market niche strategy used by E. W. Scripps in establishing newspapers in medium-sized cities, particularly on the West Coast. Scripps' newspapers blended vision and hard-headed business concerns in developing and sustaining daily publication.
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Zhang, Rongrong. "Product market competition, competitive strategy, and analyst coverage." Review of Quantitative Finance and Accounting 50, no. 1 (March 28, 2017): 239–60. http://dx.doi.org/10.1007/s11156-017-0629-x.

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Dissertations / Theses on the topic "Competitive strategy"

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Majnuš, Ondřej. "Návrh konkurenční strategie společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224585.

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The diploma thesis focuses on creation of a corporate competitive strategy of the construction company. It contains strategic analysis of the company, which is based on theoretical knowledge in the thesis. It suggests corporate competitive strategy and its implantation on based set company goals and the strategic analysis.
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Matsenko, Olga. "Competitive intelligence." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-18018.

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Competitive intelligence (CI) helps company to make right strategic decision in uncertain competitive environment. Many companies do different kinds of marketing research, but still have not adopted CI tools yet, especially in those countries where they have just started to implement instruments of free market economy. This could be related to Russian situation. The thesis is organized into three chapters. Competitive intelligence theory is explained in the first chapter. In the second chapter tools and techniques of competitive intelligence are discussed. Here the main tools are explained. Implementation of competitive intelligence tools is explained in third chapter of this thesis. Here we see developing new marketing strategy for restaurant chain by using competitive intelligence tools. 'Rosinter Restaurant Holding' is a leading casual dining chain operator in Russia. The main focus is made on 'Planet Sushi' restaurant chain in Omsk region. In this chapter we see implementation of competitive intelligence tools in marketing department while creating new strategy.
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Khan, Haris, Aziz Ahmad, Muhammad JehanZaib Khan, and Naveed Khan. "Procurement Strategy supporting Retailer’s Competitive Strategy." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12302.

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Summary Business Administration, Business Process & Supply Chain Management, Degree Project (Master), 15 HEC, 4FE06E, Spring 2011 Authors:                             Haris Khan, Muhammad Jahanzaib Khan, Aziz Ahmad, Naveed Khan. Tutor                                  Petra Andersson. Examiner                            Helena Forslund. Title                                    Procurement Strategy Supporting Retailer’s Competitive Strategy. Background                       Due to the intensive competition in retailing, outpacing strategies that offer several competitive advantages are increasingly necessary in order to satisfy consumers. A search of the trade and academic literatures, identified merchandise procurement as one of the key activities retailers use to implement or support retail competitive strategy. The changing industry trends in retailing such as increased competition, increasing size of retailers, shift in power structures, high proportion of cost of goods sold etc have made procurement very critical for a retailer to compete in the market. Research Questions          Q: What are the various competitive strategies used by the retail industry in general and the competitive strategies of the case retailers? Q: How do procurement strategies of the case retailers support their specific competitive strategies? Purpose                              The purpose of this study is to identify competitive strategies used in the retail industry and that of the case companies and investigate if and how the procurement strategy of a retailer supports the implementation of its competitive strategy. Method                              The empirical data and conclusions drawn from it are based on qualitative case studies carried out in three case retailers ofPakistan. An independent supplier common to all three retailers was also used to collect unbiased information. The information was collected using interviews and questionnaire. The thesis is written from a positivistic perspective with a deductive approach. Conclusion:                        The conclusions that can be drawn from this study are that primary competitive strategies are price/cost leadership and differentiation, whereas differentiation can be based on several things such as quality, store design, shopping experience etc. The procurement strategies are more relevant and fully support a price leadership strategy than a differentiation strategy. The procurement strategy does support the competitive strategy of a retailer.
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Vítů, Vendula. "Rozvoj konkurenceschopnosti společnosti RAMOZ s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224590.

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The master’s thesis concerns with a theme of increasing competitiveness of a foreign exchange company. The theoretical part of the work includes knowledge about competitiveness of the company and service specifications. In the practical part knowledge are applied to a specific company. Based on the analysis of the company and her environment are created proposals for increasing competitiveness of the company.
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Krudenc, Miloš. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223617.

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The aim of the diploma thesis is a proposal of competitive strategy for the Nanograph, Ltd. Thesis is divided into four main parts. The first of wich deals with assessing the current state of the company and problem detection, the second theoretical base to solve the problem identified. The third part contains the strategic analysis of the company and the fourth section offers a proposal to resolve the problem.
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Capibaribe, Dulce Eleonora Moreira. "Competitive strategies business marketing small bakeries in the face of competition - case studies." Universidade Federal do CearÃ, 2008. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=3601.

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The competition today has many faces and it has persuaded all kinds of organizations to prepare for the unknown. To broaden your capacity for quick changes or come up with effective and creative initiatives became imperative. Therefore, the choice of strategy and the making of decisions can implicate in the survival of these companies. Our objective is to propose marketing strategies to be used by small bakeries, with a goal to obtain competitive advantages. We emphasize also the study of the strategies adopted by these companies, the comparison of these companyâs strategic actions with the theories advocated by the referred authors and the evaluation of these actions in accordance with the companyâs positioning. The themes of the theoretical referential that substantiated the field research along with the bakeryâs businessmen and managers are associated to the following thematics: strategy and concepts, competitive advantages, strategic positioning and marketing strategy. The characteristics of the local bakeries and the profile of this sector were themes also studied for the better understanding on the subject. The researched companies are traditional bakeries and are of great economical importance for the region where they are installed. The research allowed us to confirm the unawareness of marketing. It was also verified, that the competition between companies of this sector is very aggressive, and that the companies which adopts marketing strategies do so with competitive advantages in mind. In a general way, it was observed that the elevated growth of the economy makes the changes in strategical behavior of the companies mandatory, which suggests a deeper look in to these questions.
A concorrÃncia hoje se apresenta com mÃltiplas faces e tÃm persuadido todo tipo de organizaÃÃo a se preparar para o desconhecido. Ampliar sua capacidade de mudanÃas rÃpidas ou para tomar iniciativas criativas e eficazes se tornou imperativo. Diante disto, a escolha de estratÃgias e as tomadas de decisÃes podem implicar na sobrevivÃncia destas empresas. Temos como objetivo propor estratÃgias de marketing a serem utilizadas por empresas panificadoras de pequeno porte, com a finalidade de obter vantagens competitivas. Enfatizamos tambÃm o estudo das estratÃgias adotadas pelas empresas em questÃo, a comparaÃÃo das aÃÃes estratÃgicas destas com as teorias preconizadas pelos autores referenciados e a avaliaÃÃo destas aÃÃes de acordo com o posicionamento de cada empresa. Os temas do referencial teÃrico que fundamentaram a pesquisa de campo junto aos empresÃrios e gerentes das panificadoras estÃo associados Ãs seguintes temÃticas: estratÃgias e conceitos, vantagens competitivas, posicionamento estratÃgico e as estratÃgias de marketing. As caracterÃsticas das empresas locais de panificaÃÃo e o perfil do setor de panificaÃÃo, tambÃm foram temas estudados para melhor embasamento sobre o assunto. As empresas pesquisadas sÃo panificadoras tradicionais que representam grande importÃncia econÃmica para a regiÃo onde estÃo instaladas. A pesquisa permitiu constatar o desconhecimento de tÃcnicas de marketing. Verificou-se, tambÃm, que a competiÃÃo entre as empresas do setor à bastante acirrada, e que as empresas que adotam as estratÃgias de marketing procuram fazÃ-lo visando vantagens competitivas. De forma geral, observou-se que o elevado crescimento da economia, torna obrigatÃria a mudanÃa de comportamento estratÃgico das empresas o que sugere um aprofundamento destas questÃes.
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Choudhari, Mark D. (Mark David). "The dynamics of competitive strategy." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10270.

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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1997.
Includes bibliographical references (leaves 67-69).
by Mark D. Choudhari.
M.Eng.
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Lindén, Malin, and Schalnén Vanja Melin. "Competitive advantagethrough strategic sourcing." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19383.

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Titel: Competitive advantage through strategic sourcing: A SME perspective. SME: The size of an enterprise can be measured by its employment, sales, or profit (Tam etal, 2007). Small and medium sized enterprises range between 10 and 250 employees. FiveSwedish SMEs was used for the multi case study. Background: The competitive market situation has created a shift in companies’ strategythinking. Strategies focus increasingly on core activities and business development. Oneeffect of this is that companies choose to outsource activities they don´t consider to be corebusiness (Van Weele, 2010; Thrulogachantar and Zailani, 2011). Purpose: The purpose was to investigate strategic sourcing plans that SMEs can apply toincrease their competitive advantage. Methodology: The research was conducted through a qualitative study with a deductiveapproach. A multi-case study was made on five SMEs in Kronobergslän, Sweden, with twosemi-structured interviews at each company. Result and conclusion: The investigation resulted in a current view of SMEs sourcing andsuitable recommendations for SMEs to direct their purchasing activities to strategic sourcing.The process of implementing a strategic plan for SMEs can be seen as relatively difficult butthere are purchasing activities that can be improved by a strategic thinking. To keep in mind isthat supplier’s performance matter, but it is the resources of suppliers that are the maincompetitive advantage and it is in this area where supplier development and sourcingstrategies should focus. Further research: However further research could investigate strategic sourcing in adifferent approach, both from a supplier and customer perspective
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Bowman, Cliff. "Perceptions of competitive strategy : realised strategy, consensus and performance." Thesis, Cranfield University, 1991. http://hdl.handle.net/1826/4051.

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This is a study of managers' perceptions of the strategic priorities in their strategic business unit (SBU). The perceptions managers have of the current competitive strategy of their SBU are used to explore four main research themes. Managers' perceptions are accessed through a brief, standardised questionnaire which contains statements about current strategic priorities. Firstly, the perceptions of managers from the same SBU are used to make inferences about the realised strategy of that business. SBUs in the sample (38) are classified into i3ur realised st:a:egy categories. These are derived from Porter's (1 980) generic strategies. A number of hypotheses concerning the performance implications of these realised strategy categories are developed and tested. Additionally, hypotheses about relationships between consensus (the extent to which managers from the same SBU share the same perceptions of strategic priorities), realised strategy, performance and organizational change are developed and tested. Secondly, the perceptions of managers from rnany different SBUs are used to derive a "mznagerial theory" of competitive strategy. This is developed in the context of a critique zf F'o;:erls generic strategies. Thirdly, the research addresses the sources of influence on managers' perceptions of strategic priorities. Specifically, the influence of the function the manager belongs to, and the industry the SBU conlpetes in are explored. Evidence of functicrnal and industry influence on perceptions is presented. Fourthly, the surfacing of managers' perceptions of current strategic priorities has been used to facilitate strategy debates with managenxnt teams. Examples of the issues raised, and the contributions to management discussion are presented. Finally, the thesis suggests ways in which the approaches taken in the study could be developed to address other issues in the field of strategic management.
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Baštýř, Václav. "Competitive strategy of the company Ganrea a.s." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71881.

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Garnea a.s. has experienced several significant changes during the last year. Change in the primary market and main part of the product portfolio are the two major ones. Moreover, the company recently experienced a decline in the revenues and profits as well. Therefore, the main goal of this thesis was to define a completely new strategy which would reflect all the current changes and effectively fight the problems the company suffers from. For this purpose, the thesis provides the reader with company analysis. The characteristics of the market and main customers groups are defined in the industry analysis. Competitor analysis summarizes main competitors on the local as well as national level, points out their main strengths, weaknesses and highlights the strategic goals they are likely to pursue. Based on this information the competitive strategy of the company is crafted in respect to its current and future resources and capabilities. The strategy aims at achieving a better competitive position in the market.
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Books on the topic "Competitive strategy"

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Competitive strategy. Hoboken, NJ: Wiley, 2008.

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Walker, Gordon. Modern competitive strategy. Boston: McGraw-Hill/Irwin, 2004.

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Competitive Strategy Dynamics. New York: John Wiley & Sons, Ltd., 2003.

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Competitive marketing strategy. Englewood Cliffs, NJ: Prentice Hall, 1992.

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Competitive strategy dynamics. Chichester: Wiley, 2002.

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Modern competitive strategy. 3rd ed. Boston: McGraw-Hill Irwin, 2009.

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Grundy, Tony. Dynamic Competitive Strategy. Abingdon, Oxon ; New York, NY : Routledge, 2018. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315113036.

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Mathur, Shiv Sahai. Organising for competitive strategy: Competitive not strategic business units. London: City University Business School, 1990.

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M, Grimm Curtis, and Gannon Martin J, eds. Dynamics of competitive strategy. Newbury Park, Calif: Sage Publications, 1992.

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Practices, LLC Best. Managing the competition: Turning competitive intelligence into strategy. Chapel Hill, NC (6320 Quadrangle Dr., Suite 200, Chapwl Hill 27514-7815): Best Practices, 2002.

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Book chapters on the topic "Competitive strategy"

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Bowman, Cliff, and David Asch. "Competitive Strategy." In Managing Strategy, 34–55. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24381-5_3.

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Shaver, J. Myles. "Competitive Strategy." In The Palgrave Encyclopedia of Strategic Management, 302–3. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_598.

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Adler, Ralph W. "Competitive strategy." In Strategic Performance Management, 91–110. 2nd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003267195-10.

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Shaver, J. Myles. "Competitive Strategy." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_598-1.

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Hoverstadt, Patrick, and Lucy Loh. "Competitive Strategies." In Patterns of Strategy, 111–32. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315277776-11.

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Rajagopal. "Branding Strategy." In Competitive Branding Strategies, 107–41. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24933-5_4.

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Pettinger, Richard. "Competitive Activity." In Introduction to Corporate Strategy, 122–58. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24671-7_5.

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Rostek, Katarzyna. "Prototyping Competitive Strategy." In Contributions to Management Science, 59–97. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16736-7_3.

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Adler, Richard M. "Competitive Marketing Strategy." In Bending the Law of Unintended Consequences, 153–71. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-32714-9_10.

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Bowman, Cliff, and David Asch. "Analysing the Competitive Environment." In Managing Strategy, 15–33. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24381-5_2.

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Conference papers on the topic "Competitive strategy"

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Yan-li, Zhang, Gao Su-ying, and Zhang Jin. "Competitive strategy, strategic human capital and sustained competitive advantage." In 2011 International Conference on Management Science and Engineering (ICMSE). IEEE, 2011. http://dx.doi.org/10.1109/icmse.2011.6070012.

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SILVA, SERGIO EVANGELISTA, THIAGO AUGUSTO DE OLIVEIRA SILVA, and NAIRA MOTA ARAóJO. "The spatial competition from the perspective of competitive strategy." In ENEGEP 2019 - Encontro Nacional de Engenharia de Produção. ENEGEP 2019 - Encontro Nacional de Engenharia de Produção, 2019. http://dx.doi.org/10.14488/enegep2019_ti_st_294_1660_36990.

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Clemons, E. K., R. M. Dewan, and R. J. Kauffman. "Competitive strategy and information systems." In 36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the. IEEE, 2003. http://dx.doi.org/10.1109/hicss.2003.1174589.

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Krzakiewicz, Kazimierz, and Piotr Bartkowiak. "Imitation as a Competitive Strategy." In Hradec Economic Days 2021, edited by Jan Maci, Petra Maresova, Krzysztof Firlej, and Ivan Soukal. University of Hradec Kralove, 2021. http://dx.doi.org/10.36689/uhk/hed/2021-01-047.

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Feng, Zhiqiang, and Zhen Tao. "Group Enterprise Competitive Strategy research." In 2013 the International Conference on Education Technology and Information Systems (ICETIS 2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icetis-13.2013.106.

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S vescu, D. "About Competitive Strategy in Companies." In 2015 International Conference on Industrial Technology and Management Science. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/itms-15.2015.6.

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Indrajaya, Titus. "Improving Competitive Tourism with Branding Strategy." In International Conference on Tourism, Gastronomy, and Tourist Destination (ICTGTD 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ictgtd-16.2017.51.

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Eroğlu, Şeyma Gün, and Ayşe İrmiş. "Competitive Strategy Analysis from Entrepreneurship Stories." In International Conference on Eurasian Economies. Eurasian Economists Association, 2019. http://dx.doi.org/10.36880/c11.02287.

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Organizations apply two basic competitive strategies in general. These are the cost leadership strategy and the differentiation strategy. The application of any of the mentioned strategies by focusing on a smaller field in the market is called a focus strategy. Companies gain value in the eyes of customer with the strategy they choose. The aim of this study is to analyze the competitive strategies applied by the enterprises and the results of these strategies. A semi-configured interview on the entrepreneurs of two firms which open to a wider market from local market in Denizli with their own brands, was conducted. The first enterprise, which has been maintaining its existence for 80 years and has many branches in the different provinces, is a firm producing sugar and sugar products (Firm A). The second, which has been maintaining its existence for 84 years and has branches in close neighbor cities and provinces, is a firm producing soft drinks (Firm B). The common feature of both firms is that they keep their local characteristics and take their competitive power from the local people. In the research, the competitive strategies of entrepreneurs have been defined and analyzed by benefiting from the entrepreneurship stories that have been brought up to the present day. It was concluded that firm A applied differentiation strategy in the product, production process, and market, while firm B differentiated in the production process without any differentiation in the product and used the focus strategy in the market.
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Jun, Jiang, Wu Lan-Fen, and Wu Qiu-ming. "Competitive Advantages of Patent Platform Strategy." In 2006 IEEE International Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/iemc.2006.4279814.

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Sun, Bei, Aijun Zuo, Jingcai Ma, Xiaona Cao, Dongchun Liang, Gang Guo, and Jingyu Zhang. "A New Strategy to Prepare Competitive Template in Quantitative Competitive PCR." In 2009 3rd International Conference on Bioinformatics and Biomedical Engineering (iCBBE). IEEE, 2009. http://dx.doi.org/10.1109/icbbe.2009.5162202.

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Reports on the topic "Competitive strategy"

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Newbold, Stephen E. Competitive Sourcing and Privatization: An Essential USAF Strategy. Fort Belvoir, VA: Defense Technical Information Center, October 1999. http://dx.doi.org/10.21236/ada369531.

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Dickens, James F. Competitive Military Recruiting -- A Strategy of Institutional Fratricide. Fort Belvoir, VA: Defense Technical Information Center, May 2000. http://dx.doi.org/10.21236/ada381938.

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Boger, Dan C., and Shu S. Liao. Quantity-Split Strategy under Two-Contractor Competitive Procurement Environment. Fort Belvoir, VA: Defense Technical Information Center, August 1988. http://dx.doi.org/10.21236/ada199517.

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Bevacqua, Ron, Duong (Sophie) Nguyen, and Don Lambert. Reimagining Viet Nam’s Microfinance Sector: Recommendations for Institutional and Legal Reforms. Asian Development Bank, November 2021. http://dx.doi.org/10.22617/wps210385-2.

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Viet Nam’s new National Financial Inclusion Strategy issued on 22 January 2020, sets out targets for promoting financial inclusion by 2025. Achieving these targets requires considerable support from the microfinance sector as well as other stakeholders in the finance sector. This paper emphasizes the need to prioritize regulatory reform for microfinance development. Otherwise, the microfinance sector in Viet Nam could remain nonprofit rather commercial—making it difficult for the sector to attract wholesale funding. Aside from helping achieve the National Financial Inclusion Strategy, regulatory reform in the microfinance sector can also enable Viet Nam to become more active, prominent, and competitive on a regional level along with its neighbors in Asia.
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Ayele, Seife, and Vianney Mutyaba. Chinese-Funded Electricity Generation in Sub-Saharan Africa and Implications for Public Debt and Transition to Renewable Energy. Institute of Development Studies (IDS), November 2021. http://dx.doi.org/10.19088/ids.2021.063.

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While China has been increasingly contributing to the recent growth in electricity generation in sub-Saharan Africa (SSA), the effects of China-funded investment on host countries’ debt burden and transition to renewable energy sources have not been sufficiently explored. Drawing on secondary data, combined with deep dive studies of Ethiopia and Uganda, this paper shows that despite significant liberalisation of the power sector in SSA, Chinese investments in the electricity industry continue to follow state-led project contract-based models. We show that this approach has failed to encourage Chinese firms to build compelling investment portfolios for competitive procurements within the region and, instead and inadvertently, it has exacerbated the debt burden of host country governments. Second, in spite of the global drive towards climate resilient energy generation, Chinese funding of electricity generation in SSA is not sufficiently channelled towards modern renewable energy sources such as wind and solar power that could reduce vulnerability to climate change. While recognising that the private sector-led competitive model of power generation is not without limitations, we argue that SSA’s electricity generation strategy that leads to less public debt and more climate resilience involves increased involvement of Chinese investment in the competitive model, with more diversification of such investment portfolios towards modern renewables such as wind and solar energy resources.
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Bagwell, Kyle, and Robert Staiger. Strategic Trade, Competitive Industries and Agricultural Trade Disputes. Cambridge, MA: National Bureau of Economic Research, August 2000. http://dx.doi.org/10.3386/w7822.

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7

Nacht, M., S. Laderman, and J. Beeston. Strategic Competition in China-US Relations. Office of Scientific and Technical Information (OSTI), October 2018. http://dx.doi.org/10.2172/1635777.

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8

Hwang, Tim. Shaping the Terrain of AI Competition. Center for Security and Emerging Technology, June 2020. http://dx.doi.org/10.51593/20190029.

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How should democracies effectively compete against authoritarian regimes in the AI space? This report offers a “terrain strategy” for the United States to leverage the malleability of artificial intelligence to offset authoritarians' structural advantages in engineering and deploying AI.
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Kueng, Lorenz, Nicholas Li, and Mu-Jeung Yang. The Impact of Emerging Market Competition on Innovation and Business Strategy. Cambridge, MA: National Bureau of Economic Research, November 2016. http://dx.doi.org/10.3386/w22840.

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10

Williams, Phil, and Dighton Fiddner. Cyberspace: Malevolent Actors, Criminal Opportunities, and Strategic Competition. Fort Belvoir, VA: Defense Technical Information Center, July 2016. http://dx.doi.org/10.21236/ad1014198.

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