Relevant bibliographies by topics / Porters generic strategies

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

Academic literature on the topic 'Porters generic strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Porters generic strategies"

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Asche, Thomas. "Zur Weiterentwicklung klassischer Wettbewerbsstrategien." Der Betriebswirt 55, no. 1 (February 28, 2014): 10–12. http://dx.doi.org/10.3790/dbw.55.1.10.

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Ist der Strategieansatz einer Fokussierung entweder auf die Kostenführerschaft oder Differenzierung noch zeitgemäß? Der Artikel thematisiert den Ansatz Porters unter Verweis auf hybride Strategien. Diese lösen den Gegensatz von Kostenführerschaft und Differenzierung auf. Darauf aufbauend wird ein weiterer Ansatz geliefert, der diesem Gedanken einer Kombination beider Strategien einen weitergehenden Vorschlag auf der Basis der klassischen Marginalanalyse zur Seite stellt. Auch hier wird die ursprünglichen Idee einer Polarisierung in Frage gestellt. Is the strategy approach of focusing on either cost leadership or differentiation still relevant? The article discusses Porter´s approach with reference to hybrid strategies. These solve the contradiction of cost leadership versus differentiation. An additional approach based on classical marginal analysis is introduced. Again, the original idea of a polarization is called into question. Keywords: three generic strategies, porter, hybride strategie
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Kumar, Kamalesh, and Ram Subramanian. "Porters Strategic Types: Differences In Internal Processes And Their Impact On Performance." Journal of Applied Business Research (JABR) 14, no. 1 (September 1, 2011): 107. http://dx.doi.org/10.19030/jabr.v14i1.5732.

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<span>This study examined differences in the environmental perceptions, management philosophy and values, and performance goals of strategic types based on Porters generic strategies, in the context specific setting of the health care industry. Results of the study show that different strategic types differed on a number of dimensions of managerial philosophy and values, and in terms of the major goals emphasized, thus emphasizing the differences in internal processes.</span>
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Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.
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Oyewobi, Luqman Oyekunle, Abimbola Oluwakemi Windapo, and Rotimi Olabode Bamidele James. "An empirical analysis of construction organisations’ competitive strategies and performance." Built Environment Project and Asset Management 5, no. 4 (September 7, 2015): 417–31. http://dx.doi.org/10.1108/bepam-10-2013-0045.

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Purpose – The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa. Design/methodology/approach – The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa. Findings – The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals. Practical implications – The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance. Originality/value – The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.
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Manimabi, Ruth, Sony Heru Priyanto, and Hendrik Johanes Nadapdap. "DAYA KEKUATAN TAWAR MENAWAR PENGUSAHA SLONDOK DI DESA SUMURARUM KECAMATAN GRABAG KABUPATEN MAGELANG." Agrisocionomics: Jurnal Sosial Ekonomi Pertanian 2, no. 1 (May 27, 2018): 58. http://dx.doi.org/10.14710/agrisocionomics.v2i1.2355.

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ABSTRACT- This study aims to examine the external environment of slondok companies related to bargaining power used by slondok entrepreneurs with 2 Porter powers, namely bargaining power of buyers and suppliers as well as alternative strategies used by slondok entrepreneurs in increasing bargaining power of slondok. The type of research used is descriptive qualitative. The research method used is case study. The data used are primary and secondary data. Methods of data collection by interview. Participant selection technique with purposive sampling. Validity test and reliability test using source triangulation. Based on the results of research related to the strength of Porter in slondok company shows that the bargaining power of buyers is high, the bargaining power of the suppliers is as well as the alternative strategy applied is Porter's generic strategy. Kata kunci-agroindustri; industri kecil; kekuatan Porter; strategi generik
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Bordean, Ovidiu N., Anca I. Borza, Răzvan L. Nistor, and Cătălina S. Mitra. "The Use of Michael Porter’s Generic Strategies in the Romanian Hotel Industry." International Journal of Trade, Economics and Finance 1, no. 2 (2010): 173–78. http://dx.doi.org/10.7763/ijtef.2010.v1.31.

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Tanwar, Ritika. "Porter’s Generic Competitive Strategies." IOSR Journal of Business and Management 15, no. 1 (2013): 11–17. http://dx.doi.org/10.9790/487x-1511117.

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Gould, Anthony Morven, and Thomas Michael Power. "Leaving the cocoon: university course design and delivery vis-a-vis competitive strategy." On the Horizon 23, no. 1 (February 9, 2015): 58–68. http://dx.doi.org/10.1108/oth-10-2014-0034.

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Purpose – This article aims to ask how Michael Porter’s seminal notions of generic competitive strategy may be applied to an emerging university industry where course design and delivery is conceived of as able to be undertaken using distinctive modes. Design/methodology/approach – The study is principally a polemic piece. However, its method is to view course delivery modes as generic strategies and overlay these on Porter’s strategy grid. Each mode of course delivery is viewed as a strategy because it is associated with a rationale that can be reconciled with the axes of advantage that Porter has defined. These axes are “kind of benefit” and “target market”. Findings – The study finds four generic methods of tertiary course delivery. These can be placed – largely without ambiguity – on Porter’s grid. Research limitations/implications – Further research may recreate findings using methods that draw on more data; possibly, survey evidence or multiple interviews, etc. Practical implications – The work has implications for university administrators and strategic planners within the tertiary sector. It connects sector-specific planning with theory and research about Porter’s generic strategies. Social implications – The article has public policy implications. It offers a portrait of how public-sector education is likely to look in a deregulated context. It offers implicit advice of securing competitive advantage for individual institutions. Originality/value – The article undertakes an exercise that has not been done before. The theory used for interpretation purposes is likely to be unfamiliar to those interested in planning within the tertiary sector (particularly, the public sector), although care is taken to justify new application of the theory.
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Hendry, John. "The problem with porter's generic strategies …" European Management Journal 8, no. 4 (December 1990): 443–50. http://dx.doi.org/10.1016/0263-2373(90)90104-e.

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Pranadita, Nugraha, Ratih Hurriyati, and Puspo Dewi Dirgantari. "Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter." Jurnal Manajemen dan Organisasi 12, no. 1 (May 10, 2021): 51–66. http://dx.doi.org/10.29244/jmo.v12i1.33038.

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There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.
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Dissertations / Theses on the topic "Porters generic strategies"

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Frisk, Christopher, and Alfred Johansson. "Passion Driven Companies in a Profit Driven Industry : A qualitative study on how craft entrepreneurs’ motivations affect their perception of competitive strategy." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-149999.

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The microbrewery industry is the fastest growing industry in Sweden. In seven years, the industry has grown by 832 percent. The dramatic increase of microbreweries has led to a highly competitive business environment for these entrepreneurs. This calls for microbreweries to develop strategies for how to stand out in this increasingly competitive environment, i.e., create competitive advantages. However, previous studies have shown that craft entrepreneurs do not strive to achieve traditional economic objectives as the competitive strategy research field suggest that companies have. Hence, traditional competitive strategies may not be applicable for these entrepreneurs. The purpose of this study was therefore to develop an understanding how motivational factors affect craft entrepreneurs’ competitive strategy. To fulfill the purpose, we conducted a case study on microbrewers within the northern region of Sweden. We used a qualitative research methodology where we conducted semi-structured interviews. Seven microbreweries participated in the study. We found that craft entrepreneurs’ motivations for why they started and maintained their microbreweries were mainly because of their passion and interest for the craft and therefore this was their primary objective. However, they perceived profit as a necessity that would enable them to achieve their primary objective. Therefore, we found that these entrepreneurs have dual objectives. We also found that entrepreneurs’ motivations affected their competitive strategies. These entrepreneur’s dual objectives caused some dilemmas when the two objectives contrasted each other. We saw tendencies that this created tension among these entrepreneurs when they had to balance the two objectives of generating profit and achieving objectives related to their passion and interest for the craft. Further, we found that these tensions caused implications on the entrepreneurs’ perception of competitive strategy.  Their perception of competitive strategy differed from traditional theory in three areas. Firstly, they had a resistance to grow their businesses. Secondly, they had a resistance for product/market development. And lastly, they experienced a low level of ambiguity when competing and cooperating simultaneously. In this study, we have been able to deepen the knowledge of craft entrepreneurs and how their motivations affect their competitive strategy. This is a first step in developing an understanding of how additional objectives to profit can cause implications for competitiveness.
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Adamec, Jaroslav. "Nástroj pro podporu volby optimální strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2012. http://www.nusl.cz/ntk/nusl-236600.

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The thesis considers theoretical bases for understanding the product, company, competition and strategies. The thesis compares material and immaterial products and examines the properties of information goods. The thesis considers regularities of strategic management and strategic concepts. The thesis examines analysis used in strategic management, analyses requirements for the system data and describes implemented analysis and their usage.
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Milova, Nina. "Exploring strategic role of IT from the perspective of Ansoff's and Porter's generic strategies." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59285.pdf.

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Hůrková, Iva. "Strategická analýza zdravotnického zařízení: Centrum zdravotní péče Jirny." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72192.

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The thesis contains a strategic analysis of company Centrum zdravotní péče Jirny. The work analyzes the internal enviroment and external enviroment, the knowledge obtained on the basis of recommaendations are made for possible improvement and selection of appropriate strategies.
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Bacurau, Francisco Braulio da Fonseca. "Estrat?gias competitivas gen?ricas nas empresas comerciais varejistas de shopping centers: um estudo a partir do modelo de Porter." Universidade Federal do Rio Grande do Norte, 2006. http://repositorio.ufrn.br:8080/jspui/handle/123456789/12190.

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Os shoppingcenters s?o grandes institui??es repletas de empresas quecompetem entre si formas de como melhor satisfazer as necessidade dosclientes. Sendo assim, cada empresa utiliza-se de estrat?gias com o intuito deatingir a maior parcela de compradores poss?veis sem comprometer suaexist?ncia e sua vantagem competitiva. Este estudo est? baseado na teoria dasestrat?gias competitivas gen?ricas de Porter (1980; 1985) o qual estabeleceem seu modelo que todas as empresas existentes no mercado possuam pelomenos uma das tr?s abordagens estrat?gicas (diferencia??o, lideran?a emcusto e enfoque). Desta forma, este trabalho identifica de que maneira est?distribu?da as estrat?gia competitiva nas empresas de shoppingcenters deNatal/RN. Primeiramente buscou-se levantar a rela??o das estrat?gias destasempresas com a teoria proposta por Porter (1985) e sua aloca??o de acordocom os agrupamentos resultantes da combina??o das estrat?gias. Nestemomento, foram aplicados question?rios com 89 gerentes de lojas de shoppingcenters que resultou ap?s an?lises estat?sticas em cinco agrupamentos comabordagens v?lidas. Em seguida foram selecionadas as empresas quepossu?am maior afinidade com cada agrupamento e que melhor representavamos resultados dispostos em cinco clustersacerca da teoria proposta e nestaamostragem foi aplicada entrevista com os gerentes. Os resultados obtidos com as entrevistas validaram a an?lise dos dados encontrados nosquestion?rios anteriormente aplicados estando em conformidade com aproposta teoria. Identificou-se tamb?m duas modalidades de empresas queutilizavam simultaneamente mais de uma estrat?gia competitiva (meio-termo),sendo uma dentro e outra fora do modelo proposto pelo autor. Embora omodelo das estrat?gias competitivas gen?ricas tenha sido institu?do comaspectos voltados as organiza??es industriais, os resultados obtidos nestetrabalho validaram a aplica??o desta teoria em empresas comercias deshopping centers que vem se adequando para obter resultados financeirosmais satisfat?rios e melhor posicionamento em rela??o ? concorr?ncia
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Kiss, Miroslav. "Strategie konkurenčních střetů." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223813.

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Diploma thesis should serve as a proposal of a strategy of competitive encounters for management of company. Realization of this proposal has assumption for strengthening the competitiveness of the company, and the successful development of the company in the future. This thesis is divided into three parts- theoretical, analytical and project part. Basic terms and used methods for strategic analysis of extarnal and internal influences are described in theoretical part. These methods are applied on the actual company in the analytical part. Suggested alternative of solutions are described in the project part. The most suitable alternative is defined in the closure.
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Suchý, Marek. "Marketingová strategie společnosti S.E.N. OKNA A DVEŘE spol. s r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-224980.

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The subject of master thesis is to design marketing strategy of S.E.N. OKNA A DVEŘE spol. s r. o. operating in the market with panels for building openings. Thesis works on the knowledge gained in the theoretical part and the information found in the analytical part and proposes strategic and individual tactical marketing activities which contribute to strengthening the company's position in the market.
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Štěpánek, Ivo. "Nástroj pro podporu volby optimální strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2016. http://www.nusl.cz/ntk/nusl-255475.

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This thesis deals with an optimal strategy choice of a company. The issues of products and services, marketing and mainly strategic management with emphasis on optimal strategy choice of a company are described in theoretical part. There are introduced fundamental methods of internal and external strategic analysis. With use of mentioned facts a program for support of strategic management is proposed. This program is aiming to make well structured and quantifiable methods of strategic analysis easier and more clear, based on which it is possible to define and choose an optimal strategy of a company.
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Vicenzi, Marcos Aurelio. "O desempenho de empresas da indústria metal mecânica sob a ótica das estratégias genéricas de porter." Universidade do Vale do Rio dos Sinos, 2018. http://www.repositorio.jesuita.org.br/handle/UNISINOS/7494.

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O desempenho é uma preocupação constante nas empresas, necessitando seus gestores estarem sempre alinhados com as melhores práticas estratégicas para manterem-se no topo da vantagem competitiva. O presente trabalho analisou a relação do posicionamento estratégico das empresas inseridas na indústria metal mecânica de Santa Catarina sobre seu desempenho dentro da abordagem das estratégias genéricas de Porter. Foi realizada uma pesquisa descritiva, com abordagem quantitativa em micro, pequenas e médias empresas por meio de uma survey em 153 empresas catarinenses, exclusivamente da indústria metal mecânica. O resultado encontrado demonstra que empresas que se posicionam por diferenciação tendem a alcançar melhor desempenho financeiro, estratégico e de satisfação. O porte e experiência foram utilizadas como variáveis de controle para analisar sua influência no desempenho. Empresas com faturamento maior tendem a ter melhores ganhos financeiros e estão mais satisfeitas com os resultados. A experiência não influenciou o desempenho.
The performance is a constant concern in companies, requiring their managers to be always updated with the best strategic practices to keep on top of the competitive advantage. Furthermore, the present work analyzed the relationship of the strategic positioning of the companies inserted in the metal-mechanical industry of Santa Catarina on its performance within the approach of Porter’s generic strategies. Regarding the methodology, a descriptive research was carried out, with a quantitative approach in micro, small and medium companies, through a survey of 153 companies in Santa Catarina, specifically from the metal-mechanical industry. Regarding the results, the research shows that companies that position themselves by differentiation tend to achieve better financial, strategic and satisfaction performance. Additionally, size and experience were used as control variables to analyze their influence on performance. Thus, companies with higher turnovers mind to have better financial gains and are more satisfied with their results. Finally, experience has not influenced performance.
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Candy, Ryan David. "Resources, Strategy and Performancein the Smaller Firm." Thesis, University of Canterbury. Management, 2009. http://hdl.handle.net/10092/3522.

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This study investigates the relationship between firm resources, positioning strategies and performance in the smaller firm. Porter’s generic strategies have been useful in describing how firms compete in the marketplace, and the resource based view has shown that resources can lead to a sustained competitive advantage. The strategic management field has begun to combine the two theories and examine the link between them. Small firms must make the best use of their relatively scarce resources. It is proposed that the relationship between resources and performance is contingent upon the positioning strategy the firm competes on, although there has only been limited supporting research to date. This research builds on work by Edelman et al. (2005) by examining the relationship between human, organisational and physical resources, and the strategies of quality/ customer service, innovation, and cost leadership in 447 retail, engineering, and professional service firms in New Zealand. Using Structural Equations Modelling this research finds that positioning strategies are the mechanism by which firms can leverage their resources into higher performance. This relationship can be modelled as mediated or moderated, with statistical analysis sensitive to model complexity. The firm’s environment influences this relationship with different resources required to support each position depending on the industry. Specifically human, organisational, and physical resources appear to be viable sources of competitive advantage when they are leveraged by a strategy of quality/ customer service, innovation or cost leadership when the industry environment is conducive to the resource – strategy combination.
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Books on the topic "Porters generic strategies"

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Smith, T. M. An analysis of the application of Porter's Generic Strategies to UK Building Societies in a turbulent competitive environment. Salford: University of Salford, 1993.

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Book chapters on the topic "Porters generic strategies"

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Cordell, Andrea, and Ian Thompson. "Porter’s Generic Strategies." In The Procurement Models Handbook, 42–44. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019. | Earlier editions published as: Purchasing models handbook: a guide to the most popular business models used in purchasing / Andrea Reynolds and Ian Thompson.: Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-13.

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Dieke, Peter U. C., Nneoma G. Ololo, and Afamefuna P. Eyisi. "Tourism in Nigeria: new policy and planning directions needed for a neglected sector." In Tourism in development: reflective essays, 62–77. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789242812.0006.

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Abstract This chapter reflects on a neglected export sector in the Nigerian economy, that of tourism, in order to identify whether some refinements to the existing principles of developing tourism are merited. It then goes on to hint at both the issues that deserve consideration for future tourism development in Nigeria and also the general implications that the continued neglect of the sector portends. Strategic resource allocation, human resource development, funding of the tourism sector, and public-private sector roles are identified as the essential inputs to tourism development in general, highlighting their strategic importance with respect to policy and planning principles, as a framework for exploring the future growth and direction of the tourism sector in Nigeria in particular.
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Arshed, Norin, and Jaydeep Pancholi. "Porters Five Forces and Generic Strategies." In Enterprise and its Business Environment. Goodfellow Publishers, 2016. http://dx.doi.org/10.23912/978-1-910158-78-4-2922.

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Competition is what keeps organizations and industries alive. Harvard Business School Professor, Michael Porter, was keen to understand the drivers of success in commercial organizations. His research indicated that industry structure mattered more than individual firm behaviour and his Five Forces model (1979) offers his explanation of the sources of competition at industry level. The model is based on the theory of determining the competitive intensity and attractiveness of a market. The five forces within the model include: competitive rivalry, threat of new entry, supplier power, buyer power, and threat of substitution. The model has been widely used by firms to analyse the external environment and specific external forces like competition, government policies, and social and cultural forces (Vining, 2011). Furthermore, to overcome such fierce competition created by the Five Forces model, and to ensure successful survival, Porter (1985) also introduced competitive strategies to gain a competitive advantage. By combining price and market type, Porter suggests these competitive strategies: cost leadership, differentiation, and market segmentation (or focus) to enable a competitive environment to prosper. This chapter concentrates on establishing and understanding the Five Forces model and the generic strategies.
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JEGERS, M. "Methodological limitations of Porter's three generic strategies' framework." In Research in Global Strategic Management Volume 4, 43–49. Elsevier, 1993. http://dx.doi.org/10.1016/1064-4857(93)04004-u.

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Li, Mingfang. "Competitive Strategies and Global Management." In Global Information Technologies, 2660–76. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-939-7.ch192.

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Competitive strategies remain a central topic of research in strategic management. Recent conceptual developments and practices reveal possible additional types of competitive strategies due to the advances in information as well as manufacturing technologies. This paper proposes a conceptual extension of the generic strategies originally developed by Michael Porter (1980) to include additional competitive approaches as various combinations and extensions of the original four. Furthermore, this paper applies the extended model of competitive strategies to global strategic management to present a number of propositions. Contributions, limitations and future research are considered.
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BODDEWYN, J. "Political resources and markets in international business: Beyond porter's generic strategies." In Research in Global Strategic Management Volume 4, 83–99. Elsevier, 1993. http://dx.doi.org/10.1016/1064-4857(93)04007-x.

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CHANGMOON, H. "The dynamics of Porter's three generics in international business strategy." In Research in Global Strategic Management Volume 4, 51–64. Elsevier, 1993. http://dx.doi.org/10.1016/1064-4857(93)04005-v.

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Dhilwayo, Shepherd. "Entrepreneurship and Competitive Strategy." In Service Science Research, Strategy and Innovation, 351–76. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0077-5.ch021.

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The intertwined relationship between competitive strategy (business level strategy) and entrepreneurship is critical in making strategy more potent and organisations more competitive. Different competitive strategies, namely Miles and Snow’s prospector, defender, analyser, and reactor strategies and Porter’s generic, low cost, differentiation, and focus strategies are analysed, clearly showing how these integrate with entrepreneurship. An integrated entrepreneurial competitive strategy is critical to the success of today’s organisation.
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Vargas-Hernández, José G., Gabriela Muratalla-Bautista, and Irving Daniel Austin Cruz. "Point of View of Economical Organization at Manzanillo's Harbor." In Social, Health, and Environmental Infrastructures for Economic Growth, 307–24. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2364-2.ch015.

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The objective of this research is to analyze Manzanillo's harbor from the perspective of theories based on the Industry, the Dynamic Resources and Institutions, around the Mexican port system based on a review into an updated literature about the port's status and its global environment. The port's competitiveness is based on its resources VRIO, its generic strategies and how it has handled the institutions that affect the port and commercial operation of the port at local, national and international level.
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Song, Wei. "Achieving Competitive Advantage through Innovation." In Knowledge Management and Drivers of Innovation in Services Industries, 77–94. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0948-8.ch008.

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Innovation in the service/retail sector has not been fully examined in the non-Western literature. This preliminary work presents a study that was conducted in Shanghai, China. Three sets of the literature are consulted: Porter’s Generic Strategies Model, Hunt’s Resource Advantage Theory (R-A), and previous studies in the service and retail sectors. Findings developed from six selected successful Chinese supermarket companies have identified three types of innovation adopted by Chinese retailers: Technology based, non-technology based, and resource based innovation. The study takes a qualitative approach by using the methods of documentation survey and in-depth interviews with a panel of ten supermarket experts. Some managerial implications are explicated, and the limitations of the study and directions for future studies are discussed.
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Conference papers on the topic "Porters generic strategies"

1

Kamel, Michael, and Roger Miller. "The Evolution of Games of Innovation in Regulated Complex Industries: The Case of Aviation Training." In ASME 2004 International Mechanical Engineering Congress and Exposition. ASMEDC, 2004. http://dx.doi.org/10.1115/imece2004-60541.

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The study of industrial games of innovation is often associated with dominant theories representing various generic forms of organizational design and dynamics. The dominant theories in this area were traditionally Schumpeter’s destructive innovation, Porter’s five-force competitive analysis and Nalebuff’s value net. Other frameworks for analyzing industrial behavior include game theory and its derivative innovation games theory. For regulated high-technology industries, theoretical frameworks that do not account for interfirm coordination are often insufficient to understand or predict the industry behavior. Innovation in the aviation simulation and training industry will be presented in this paper as typical of the regulated high-technology industries. The aviation simulation and training industry emerged at the turn of the twentieth century and it was mostly demand-driven at its onset. The increase in the volume and importance of aviation resulted in government regulation of the industry in the late 1960’s. This has radically changed the industry’s game of innovation into a regulation-based coordination game. Literature described the regulation-centered innovation coordination as “an internally-coherent system of innovation.” The new game had the regulatory frameworks at the core of the innovation process as they defined the market’s acceptance and value capturing from innovative technologies. The evolution of these regulatory frameworks was almost entirely reactive to accidents and catastrophic failures that highlighted existing deficiencies in training methodologies or technologies. This ex-ante regulator-driven system of innovation exhibited recent evolutionary changes towards being a pedagogy-centered service-based system of innovation. The reason behind this transformation was a combination of endogenous and exogenous forces. Technological opportunities, economic pressures and strategic transformation by industry leaders were the three main categories of these forces. The resulting mode of innovation coordination in the industry was a service-oriented pedagogical platform, lead by supplier-user partnerships and monitored by regulation authorities. Compliance to equipment regulatory guidelines is not the principal means of value creation anymore. Rather, the pedagogic value of the training curriculum, encompassing the training devices, is the main source of value creation. A new stable equilibrium of innovation coordination is being reached by the industry, driven by its downstream-most service provision component.
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2

Singh, Amit, Xinghui Liu, Jiehao Wang, and Peggy Rijken. "Novel Learnings of Proppant Transport Behavior in Unconventional Hydraulic Fractures." In SPE Hydraulic Fracturing Technology Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/204135-ms.

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Abstract Effective and economic proppant placement has been one of the key objectives of hydraulic fracturing. Different proppant & fracture fluid characteristics, and placement methodologies have been historically applied based on learnings from standard proppant transport studies with parallel plate slots. The standard test setup represents a simplified planar fracture with constant width and confined height, incorporating only basic flow characteristics, and thus, is incapable of capturing unique phenomena of proppant transport in unconventional reservoirs. In this study, proppant transport laboratory tests were conducted on a large-scale (10 ft × 20 ft) tortuous slot flow system. This novel setup incorporates many significant unconventional fracture features, including lateral and vertical tortuosity, variable width, leak-off, fluid dynamics replicating upward fracture growth, etc. Proppant transport behavior was investigated for multiple parameters such as proppant size, density and concentration; fracture fluid type and viscosity; pumping sequence; pump rate; and fracture properties (width, leak-off location and rate, fracture tortuosity profile, flow directions). The detailed parametric and integrated study of test results includes analysis of proppant dune evolution, dune shape, particle size distribution across dune, propped area, fluid, and proppant collected from leak-off and exit ports. Multiple unique phenomena occurring at tortuous interfaces were observed, including the generation of isolated pockets of proppant pack, restriction of upward movement due to proppant bridging, and creation of discontinuous and sparsely distributed proppant pillars above the dune. The test results demonstrated a larger proppant dune angle in front of the dune peak during injection and a subsequent fall-off of proppant pack with a higher percentage of smaller mesh proppant back filling the area at and near the inlet (analogous to the wellbore). Self-segregation of proppant in slickwater as per mesh size resulted in higher percentage of smaller mesh proppant settled near the injection point, and a higher percentage of larger mesh proppant placed farther in the system. These observations and novel learnings highlight that it is critical to account for tortuous fracture pathway, leakoff effects and flow directions (both lateral and upward) to better understand proppant transport behaviors in unconventional fractures. A partially proppant-filled fracture area is recognized in unconventional fracture in addition to general classification of propped and unpropped fracture area. Utilizing proppant with large mesh size distribution range or pumping smaller mesh proppant first in slickwater helps achieve dual benefits of higher near wellbore conductivity and improved far-field transport. This study demonstrates and physically verifies unique proppant transport behaviors in unconventional hydraulic fractures. It also provides novel learnings that will help the industry to optimize hydraulic fracture design through the selection of optimum proppant and fluid properties with enhanced pumping strategies for overall well productivity improvement in an unconventional reservoir.
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