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Journal articles on the topic 'Porters generic strategies'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

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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2

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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6

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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7

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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8

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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9

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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11

Murray, Alan I. "A Contingency View of Porter's "Generic Strategies"." Academy of Management Review 13, no. 3 (July 1988): 390. http://dx.doi.org/10.2307/258087.

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Murray, Alan I. "A Contingency View of Porter's “Generic Strategies”." Academy of Management Review 13, no. 3 (July 1988): 390–400. http://dx.doi.org/10.5465/amr.1988.4306951.

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13

Akan, Obasi, Richard S. Allen, Marilyn M. Helms, and Samuel A. Spralls. "Critical tactics for implementing Porter's generic strategies." Journal of Business Strategy 27, no. 1 (January 2006): 43–53. http://dx.doi.org/10.1108/02756660610640173.

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14

Moon, Hwy Chang, Young Kyun Hur, Wenyan Yin, and Clive Helm. "Extending Porter's generic strategies: from three to eight." European J. of International Management 8, no. 2 (2014): 205. http://dx.doi.org/10.1504/ejim.2014.059583.

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15

Afnan, Eriana, and Sam'un Jaja Raharja. "Analisis SWOT terhadap Strategi Penjualan Smartphone Xiaomi dan Vivo." Organum: Jurnal Saintifik Manajemen dan Akuntansi 3, no. 1 (June 30, 2020): 50–63. http://dx.doi.org/10.35138/organum.v3i1.78.

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The growth of smartphone users every year continues to grow and is a necessity for its users. Every smartphone company competes for generous consumers and competes to provide the technology and features needed by its users. This research was conducted to see a SWOT analysis of sales strategies on Xiaomi smartphones and Vivo smartphones in terms of differentiation strategy, focus strategy, cost leadership strategy. This study uses a digital use database to find articles relevant to the SWOT analysis of sales strategies on Xiaomi smartphones and Vivo smartphones. This type of research used in this research is descriptive analysis with a qualitative approach. The analysis method used is the SWOT analysis and Porter's Generic Strategy. The results showed that in total, this smartphone company had implemented the generic porter strategy well. However, the Vivo company's focus strategy is only applied so that the Vivo company can focus on marketing efforts on one or two market segments and create a marketing mix that is specific to that market so that the company can find better market needs.

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Saraswati, Ety, Aleria Irma Hatneny, and Andi Normala Dewi. "IMPLEMENTASI MODEL DIAMOND PORTER DALAM MEMBANGUN KEUNGGULAN BERSAING PADA KAWASAN AGROWISATA KEBUN BELIMBING NGRINGINREJO BOJONEGORO." Jurnal Ilmu Manajemen (JIMMU) 4, no. 2 (May 5, 2020): 108. http://dx.doi.org/10.33474/jimmu.v4i2.2732.

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This study aims to examine the competitive advantage analysis through the Porter’s diamond model in Agrotourism Ngringinrejo Bojonegoro. The research method used is descriptive with qualitative approach. Data collection techniques are done by interview, observation and documentation. The results showed important determinant in the competitive advantage of Agrotourism Ngringinrejo Bojonegoro, in accordance with the diamond porter model, consist of factor conditions; demand conditions; firms structure, strategy and competition; related and supporting industries; and government roles. The difference of each determinant of competitive advantage has implications for sustainability advantages which based on four main dichotomies, consist of government involvement, ownership structure, market (which is entered by the industry), and expansion of other areas that are not controlled (urban sprawl). The generic strategy formulation that is suitable for Agrotourism Ngringinrejo is a focus strategy, by building capacity to carry out innovations and research beyond increasing agricultural productivity, as well as building artificial tourism facilities to support competitiveness.Keywords: Tourism Competitive Advantage Models, Sustainable Competitive Advantage, Generic Strategies

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17

Hlavacka, Svatopluk, Ljuba Bacharova, Viera Rusnakova, and Robert Wagner. "Performance implications of Porter’s generic strategies in Slovak hospitals." Journal of Management in Medicine 15, no. 1 (February 2001): 44–66. http://dx.doi.org/10.1108/02689230110386489.

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18

Kumar, Kamalesh, Ram Subramanian, and Charles Yauger. "Pure Versus Hybrid: Performance Implications of Porter's Generic Strategies." Health Care Management Review 22, no. 4 (1997): 47–60. http://dx.doi.org/10.1097/00004010-199710000-00008.

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19

Torgovicky, Refael, Avishay Goldberg, Shifra Shvarts, Yosefa Bar Dayan, Erez Onn, Yehezkel Levi, and Yaron BarDayan. "Application of Porter's Generic Strategies in Ambulatory Health Care." Health Care Management Review 30, no. 1 (January 2005): 17–23. http://dx.doi.org/10.1097/00004010-200501000-00004.

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20

Pretorius, Marius. "When Porter's generic strategies are not enough: complementary strategies for turnaround situations." Journal of Business Strategy 29, no. 6 (October 31, 2008): 19–28. http://dx.doi.org/10.1108/02756660810917200.

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21

Miller, Danny, and Peter H. Friesen. "Porter's (1980) Generic Strategies and Performance: An Empirical Examination with American Data." Organization Studies 7, no. 1 (January 1986): 37–55. http://dx.doi.org/10.1177/017084068600700103.

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Porter's (1980) three generic strategies have received a great deal of attention recently in the literature on strategic management. In this, the first of two papers, we employ methods of taxonomy on the PIMS data base of consumer durable business units to determine whether Porter's differentiation, cost leadership and focus types occur with any degree of regularity. Then, in a sequel paper to appear in O.S. we examine whether the types differ among each other and between types not displaying differentiation or cost leadership in their growth and ROI performance.

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22

Abdillah, Muhammad Bahtiar, Raden Marsha Aulia Hakim, Devi Melisa Damiri, and Fithriya Zahra. "ANALISIS STRATEGI BISNIS PADA UMKM KERAJINAN BAMBU DI KOTA BANDUNG." AdBispreneur 2, no. 3 (April 20, 2018): 227. http://dx.doi.org/10.24198/adbispreneur.v2i3.16491.

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ABSTRACTSMEs in Indonesia continue to grow and become one of the economic sectors that can guarantee the lives of a more prosperous society. The increase of SMEs also opening up new jobs for the community so as to reduce unemployment in Indonesia. However this is in line with the increasing levels of competition both on National and International scale. This research will analyze business strategy on SMEs bamboo based craft. This study aims to study and know the Business Strategy on SMEs bamboo crafts in Bandung.The type of research used in this research is descriptive analysis with qualitative approach, and data analysis method used are SWOT Analysis and Porter’s Generic Strategy. The results of this study found that SMEs in this research has implemented Porter's Generic Strategy well. However on a cost leadership strategy only applied by Haur Bamboo, and differentiation and focus strategies are applied by Sari Kurnia and Awi Virage. Keywords: Bamboo craft, business strategy, SWOT, SMEs. ABSTRAKPertumbuhan UMKM di Indonesia setiap tahunnya terus bertambah dan menjadi salah satu sektor ekonomi yang dapat menjamin kehidupan masyarakat lebih sejahtera. Dengan adanya peningkatan UMKM ini juga membuka lapangan pekerjaan baru bagi masyarakat sehingga mampu mengurangi pengangguran di Indonesia. Namun demikian hal ini seiring dengan semakin tingginya tingkat persaingan baik pada skala Nasional maupun Internasional. Penelitian ini akan dianalisis strategi bisnis pada UKM kerajinan berbasis bambu. Penelitian ini bertujuan untuk mempelajari dan mengetahui Strategi Bisnis pada UKM kerajinan bambu di Kota Bandung. Jenis penelitian yang digunakan dalam penelitian ini adalah deskriptif analisis dengan pendekatan kualitatif. Metode analisis data yang digunakan adalah Analisis SWOT dan Porter’s Generic Strategy. Hasil penelitian didapatkan bahwa secara keseluruhan ketiga UMKM dalam penelitian ini telah menerapkan Porter’s Generic Strategy dengan baik. Namun pada strategi keunggulan biaya hanya diterapkan oleh Haur Bamboo, serta strategi diferensiasi dan fokus diterapkan oleh Sari Kurnia dan Virage Awi. Kata kunci : Kerajinan bambu, strategi bisnis, SWOT, UMKM.

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23

Allen, Richard S., and Marilyn M. Helms. "Linking strategic practices and organizational performance to Porter's generic strategies." Business Process Management Journal 12, no. 4 (July 2006): 433–54. http://dx.doi.org/10.1108/14637150610678069.

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Collins, Marianne K., and Brian Winrow. "Porter's generic strategies as applied toward e‐tailers post‐Leegin." Journal of Product & Brand Management 19, no. 4 (July 20, 2010): 306–11. http://dx.doi.org/10.1108/10610421011059621.

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25

Viltard, Leandro Adolfo. "Strategic mistakes (AVOIDABLE) The topicality of Michel Porter’s generic strategies." Independent Journal of Management & Production 8, no. 2 (June 1, 2017): 474. http://dx.doi.org/10.14807/ijmp.v8i2.580.

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This article explores the topicality of Porter’s generic strategies, assessing about their applicability on two specific automotive industry projects: The Smart and the New Beetle. After performing a documentation analysis on these two projects, it was concluded that both of them may be considered avoidable strategic mistakes as they show the risks of higher differentiation that is not being paid by the customer, no matter how if it is about recognized brands or icon products. Hazards and risks, like big losses and negative margins, are applicable to every firm. This is a qualitative investigation with a not experimental and transversal research design.

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26

Shah, Abhay, Charles Zeis, Hailu Regassa, and Ahmad Ahmadian. "The Low Cost, Differentiation, and Focus/niche Strategies of American, Japanese, and British Companies Operation in the United States: A Comparative Study." Journal of International Business and Economy 4, no. 1 (December 1, 2003): 43–83. http://dx.doi.org/10.51240/jibe.2003.1.4.

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This paper reports the findings of a study that investigates the differences between Japanese, British and American companies (that are operating in the United States) in how they use Porter’s generic strategies of low cost, differentiation, and focus/niche. Specifically, the study addresses the following issues: (1) What constitutes the three different generic strategies of low cost, differentiation and focus/niche? (2) Do American, Japanese, and British companies use different generic strategies in order to gain competitive advantage?

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Abdolshah, Mohammad, Mostafa Moghimi, and Seyed Amirmohammad Khatibi. "Investigating Competitive Advantage in Banking Industry Based on Porter's Generic Strategies." International Journal of Applied Management Sciences and Engineering 5, no. 1 (January 2018): 52–62. http://dx.doi.org/10.4018/ijamse.2018010104.

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Main objective of this article is investigating the role of Porter's competitive strategies (differentiation, cost reduction and focus) to increase the competitiveness and eventually gain competitive advantage. This study is a cross-sectional survey that is conducted in 2017. The study population is 221 CEOs (senior managers) in 99 Branches of 4 private banks in IRANs provinces Tehran (Capital of Iran), Qazvin and Isfahan as 3 of the most monetary turnovers. The research tools are a questionnaire containing demographic and specific information. To analyze the data, an SPSS statistical software is used and several statistical tests are used in the testing of the hypothesis and research goals. Finally, the impact of each dimension of the strategy to increase competitiveness is assessed. Also, each dimension is ranked according to influence; respectively differentiation strategy, focus strategy and cost reduction strategies. Considering banks multiplicity and results, special invest on differentiation strategy reaching competitiveness advantages to escape Red-Ocean in this industry is necessary. JEL Classification Codes: M13, G24, G21, F14.

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Gurău, Călin. "Porter's generic strategies: a re-interpretation from a relationship marketing perspective." Marketing Review 7, no. 4 (December 10, 2007): 369–83. http://dx.doi.org/10.1362/146934707x251128.

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Ali, Bayad Jamal, and Govand Anwar. "Porter’s Generic Competitive Strategies and its influence on the Competitive Advantage." International Journal of Advanced Engineering, Management and Science 7, no. 6 (2021): 42–51. http://dx.doi.org/10.22161/ijaems.76.5.

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30

Polo, Edison Fernandes, and Wilson Weber. "Competitive Generic Strategies Evolution and the Importance of Michael E. Porter." Revista de Gestão 17, no. 1 (2010): 99–117. http://dx.doi.org/10.5700/rege389.

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Mungai, Esther, and Madara Ogot. "Generic Strategies and Firm Performance: An Investigation of Informal Sector Micro-Enterprises in Kenya." International Journal of Business and Management 12, no. 3 (February 21, 2017): 148. http://dx.doi.org/10.5539/ijbm.v12n3p148.

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Micro-enterprises (MEs) have been shown to collectively be the largest employer in most developing countries thus playing a significant role in the countries economies. Using informal sector micro-enterprise furniture makers (wood and metal) in Nairobi, Kenya and based on Porter's competitive business strategies typology, this study sought to determine if the strategies employed by the informal sector MEs fit within the typology framework, and if membership within the strategic groups in the typology are a predictor of better business business performance. From the study, although membership within the two focus strategic groups of differentiation and low cost was confirmed, unlike studies done with medium and large enterprises, membership was not found to be a predictor of better business performance. Porter's typology may therefore not adequately capture the competitive business activities relevant to and directly by MEs, presenting an opportunity for research into the development of competitive business strategy typologies directly derived from their activities and therefore applicable to them.

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Sharma, Bishnu, and Tom Fisher. "Strategic Choices and Business Performance: An Empirical Investigation." Journal of Management & Organization 5, no. 2 (March 1999): 17–28. http://dx.doi.org/10.1017/s1833367200005538.

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AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

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Sharma, Bishnu, and Tom Fisher. "Strategic Choices and Business Performance: An Empirical Investigation." Journal of the Australian and New Zealand Academy of Management 5, no. 2 (March 1999): 17–28. http://dx.doi.org/10.5172/jmo.1999.5.2.17.

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AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

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34

Chan, Ricky Yee-kwong, and Y. H. Wong. "Bank generic strategies: does Porter's theory apply in an international banking center." International Business Review 8, no. 5-6 (October 1999): 561–90. http://dx.doi.org/10.1016/s0969-5931(99)00020-7.

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35

Jennings, Daniel F., and James R. Lumpkin. "Insights Between Environmental Scanning Activities and Porter's Generic Strategies: An Empirical Analysis." Journal of Management 18, no. 4 (December 1992): 791–803. http://dx.doi.org/10.1177/014920639201800411.

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This study explored the relationships between the environmental scanning activities of chief executives from a single industry and their organizations' strategies, on the premise that executives employing different types of Porter's generic business-level strategies would use different scanning activities. There were differences in the strategy-scanning linkages. Specifically there are indications that firms with a differentiation strategy tend to employ a scanning activity that places more importance on evaluating opportunities and customer attitudes. Firms with a cost leadership strategy tend to use a scanning activity that evaluates competitive threats and tracks the policies and tactics of competitors.

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Smith, Todd B., S. Robert Hernandez, and Richard Shewchuk. "Organizational Configurations in Medical Group Practices: A Test of Porter's Generic Strategies." Academy of Management Proceedings 2012, no. 1 (July 2012): 11651. http://dx.doi.org/10.5465/ambpp.2012.11651abstract.

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37

Miller, Danny, and Peter H. Friesen. "Porter's (1980) Generic Strategies and Performance: An Empirical Examination with American Data." Organization Studies 7, no. 3 (July 1986): 255–61. http://dx.doi.org/10.1177/017084068600700303.

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38

Marlin, Dan, James J. Hoffman, and Bruce T. Lamont. "PORTER'S GENERIC STRATEGIES, DYNAMIC ENVIRONMENTS, AND PERFORMANCE: A PROFILE DEVIATION FIT PERSPECTIVE." International Journal of Organizational Analysis 2, no. 2 (February 1994): 155–75. http://dx.doi.org/10.1108/eb028806.

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Tansey, Paul, John P. Spillane, and Xianhai Meng. "Linking response strategies adopted by construction firms during the 2007 economic recession to Porter’s generic strategies." Construction Management and Economics 32, no. 7-8 (July 24, 2014): 705–24. http://dx.doi.org/10.1080/01446193.2014.933856.

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40

Sumpio, Bauer E. "Application of Porter's Five Forces Model and generic strategies for vascular surgery: should be stuck in the middle?" Vascular 21, no. 3 (May 13, 2013): 149–56. http://dx.doi.org/10.1177/1708538112473707.

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There are many stakeholders in the vascular marketplace from clinicians to hospitals, third party payers, medical device manufacturers and the government. Economic stress, threats of policy reform and changing health-care delivery are adding to the challenges faced by vascular surgeons. Use of Porter's Five Forces analysis to identify the sources of competition, the strength and likelihood of that competition existing, and barriers to competition that affect vascular surgery will help our specialty understand both the strength of our current competition and the strength of a position that our specialty will need to move to. By understanding the nature of the Porter's Five Forces as it applies to vascular surgery, and by appreciating their relative importance, our society would be in a stronger position to defend itself against threats and perhaps influence the forces with a long-term strategy. Porter's generic strategies attempt to create effective links for business with customers and suppliers and create barriers to new entrants and substitute products. It brings an initial perspective that is convenient to adapt to vascular surgery in order to reveal opportunities. Vascular surgery is uniquely situated to pursue both a differentiation and high value leadership strategy.

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Krivka, Algirdas, and Romualdas Ginevičius. "Market Structure in the Context of Developing Competitive Strategy." Mokslas - Lietuvos ateitis 1, no. 3 (April 11, 2011): 34–37. http://dx.doi.org/10.3846/148.

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The abstract deals with the application of positioning strategies under the conditions of classical market structures. It is discovered that the assumptions of pure competition leave no space for M. Porter’s generic cost leadership and differentiation strategies to be applied. The enterprise’s actions, influencing five competitive forces and implementing generic strategies, are reasonable under the conditions of imperfect competition market structures. The game theory models, applied to oligopoly, indicate the close interaction of enterprises and interdependence of their strategic decisions: cost reduction and differentiation strategies not only increase the profit of the enterprise, implementing the strategy, but by affecting market price and residual demand decrease the competitor’s profit.

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Christou, Evangelos, and Ioannis Karamanidis. "Enhancing competitiveness in the hospitality industry: Revisiting Porter's generic competitive strategies in Greece." Tourist Review 54, no. 1 (January 1999): 42–50. http://dx.doi.org/10.1108/eb058295.

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Ketelhöhn, Niels, Roberto Artavia, Ronald Arce, and Victor Umaña. "The Central American Competitiveness Initiative." Competitiveness Review 25, no. 5 (October 19, 2015): 555–70. http://dx.doi.org/10.1108/cr-07-2015-0065.

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Purpose – This paper is a historical account of the process by which Michael Porter and INCAE Business School put together a regional competitiveness strategy for Central America that was officially adopted by the governments of five participating countries, and implemented through a series of Presidential Summits that occurred between 1995 and 1999. The paper provides a unique case study on the adoption of the concepts put forth by Porter in his book “The Competitive Advantage of Nations” (1990) at the highest level of government. The study arrives at a series of practical implications for policy makers that are particularly relevant for the implementation of supra-national regional strategies. Design/methodology/approach – The authors conduct an extensive literature review of 190 policy papers produced by INCAE Business School, that are used to recreate the historical evolution of the regional competitiveness strategy. The effect of Porter’s intervention is also assessed by comparing the main economic indicators of each participating country with those of 2005-2010. One of the authors was the main protagonist in the successful implementation of the strategy, and the paper relies partially on his accounts of events. Findings – This study describes how economic policy in Central America was profoundly influenced by Michael Porter’s thinking in the second half of the 1990s. These policy changes promoted international competition of Central American clusters and firms, and opened the region for international investment and tourism. The region experienced important increases in its economic integration, its international trade, foreign direct investment and tourist arrivals. Gross domestic product growth was accelerated in Honduras and Nicaragua. Research limitations/implications – Like all case studies, this study has limits related to the generalizability of its conclusions. Additionally, it is not possible to determine the precise nature of the relation between the implementation of the regional economic strategy, and the impact on economic growth, integration, FDI attraction and exports. Practical implications – The paper has several practical implications that relate to the design of regional economic strategies. First, it identifies policy areas that are more effective as part of regional strategies, and distinguishes them from those that should be resolved at the national level. Second, it suggests a process that can facilitate execution. Finally, it provides an example of the coordinating role that can be assumed by an academic institution such as INCAE. Originality/value – The Central American Competitiveness Initiative provides a unique setting to study the implementation of competitiveness policy for several reasons. First, in all countries in Central America, Michael Porter’s diamond framework (1990) and cluster theory were officially adopted at the highest level of government. Second, in addition to their individual competitiveness strategies, all countries adopted a regional strategy for cooperation and economic integration. Finally, the Central American Competitiveness Initiative was founded on one of the first competitiveness think tanks of the world.

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Gould, Anthony M., and Guillaume Desjardins. "A spring-clean of Michael Porter’s Attic." Competitiveness Review 25, no. 3 (May 18, 2015): 310–23. http://dx.doi.org/10.1108/cr-04-2014-0008.

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Purpose – This paper views the phenomenon of offering/user interface complexity as having competitive strategy-related consequences. Porter’s conception of generic management strategy was created in the 1980s. It is not well adapted to industries which have proliferated in the Internet age. Accordingly, the conception presented in this article offers a modified version of Porter’s generic strategy framework. The new view incorporates the dimension of complexity alongside the original dimensions of “target market” and “type of advantage”. The article uses an analysis of the contemporary Canadian Telco sector to prosecute its case. Design/methodology/approach – The project uses an analysis of the stated competitive positioning orientations of firms operating in the contemporary Canadian Telecommunications sector to build a case about the changed nature of generic strategy in the digital age. It uses inductive reasoning to generalise findings about the Telco sector to other recently emerged (digital-age) industries. Findings – A revised view of Porter’s generic strategy grid is presented and defended. Research limitations/implications – The study analyses only one sector, but draws many broad conclusions. It uses inductive reasoning which is limited by the extent to which the exemplar case (telecommunications) may be compared to other cases within the same category (other digital age industries). The study does not use an extensive analysis of strategic planning documents of individual firms; however, this is not a limitation unless and until a critique challenges the claims made about generic strategies being pursued. Practical implications – The new conceptualisation may be used as a planning tool for digital-age firms. Originality/value – The project is a genuinely new attempt to update Porter’s view of generic strategy. It overcomes the problems which have been associated with previous attempts at such revision.

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Kabure, Louisa, and Mary Ragui. "Porter’s Generic Strategies and Performance of Selected Automotive Firms in Nairobi City County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 2 (August 31, 2020): 49–63. http://dx.doi.org/10.35942/jbmed.v2i2.117.

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Every firm operating in a dynamic and competitive environment must employ competitive strategies in order to enhance performance and remain relevant to the market. The automotive industry in Kenya has experienced shifts within the last couple of years that have disadvantaged automotive firms’ sales and this despite adequate capacity to supply local demand. Consequently, a persistent decline in volume sales has negatively impacted performance of these firms in overall, reducing competition to price wars that are not a viable option in the long run. This study therefore, sought to investigate the effect of Porter’s generic strategies on performance of selected automotive firms in Nairobi City County, Kenya. The specific objectives of the study were; to determine the effect of cost leadership strategy on the performance of selected automotive firms in Nairobi county, Kenya, to investigate the effect of differentiation strategy on the performance of selected automotive firms in Nairobi county, Kenya and to establish the effect of focus strategy on the performance of selected automotive firms in Nairobi county, Kenya. The scope entailed a study of selected new vehicle firms in the automotive industry in Nairobi County, Kenya. The study was anchored on three theories that included the market based view, the resource based view of the firm and Porter’s diamond theory of national advantage. Descriptive research design was adopted. The study used simple random sampling to attain the sample size and data was collected through drop and pick method using semi structured questionnaires. To ensure reliability in the questionnaire, Cronbach’s alpha correlation coefficient was used where a level of above 0.7 confirmed internal consistency. Pilot testing was done on ten respondents and Pearson’s product correlation coefficient was used to check for correlation between the study variables. A multivariate regression model was used to determine the relative importance of each variable to the study. Data collected was presented in graphs, tables and charts and a conclusion of the study drawn. The study revealed that cost leadership was significant in influencing the organizations’ performance. The study also revealed that differentiation affected their organizations’ performance to a great extent. The study also revealed that the focus strategy improved the sales growth in the firms thereby resulting to overall organization performance. The study concluded that cost leadership was significant in influencing the organizations’ performance. The study also concluded that differentiation affected their organizations’ performance to a great extent. The study also concluded that the focus strategy improved the sales growth in the firms thereby resulting to overall organization performance. The study recommended that the government and other policy makers come up with policies and regulations meant to foster innovation in the automotive industry. Policies should also be put in place meant for the creation of an enabling environment for fair and market driven competition to take place. The study recommended that the management of the automotive firms should often review their pricing structures and be geared towards minimizing their operational costs so as to offer cost friendly vehicles to the clients. The study also recommended that the firms’ management ensure they develop quality vehicles and embrace differentiation strategy so as to remain competitive in the market. The study also recommended that the management fully adopt the focus strategy to help in improving the sales growth in the firms thereby resulting to overall organization performance as well as improving on the product innovation which would lead to improved market share.

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Wicker, Pamela, Brian P. Soebbing, Svenja Feiler, and Christoph Breuer. "The effect of Porter’s generic strategies on organisational problems of non-profit sports clubs." European Journal for Sport and Society 12, no. 3 (January 2015): 281–307. http://dx.doi.org/10.1080/16138171.2015.11687967.

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Firoz Suleman, Marwa, Mona Rashidirad, and Saffa Firoz Suleman. "The applicability of Porter's generic strategies in pure online firms: A case study approach." Strategic Change 28, no. 3 (April 25, 2019): 167–76. http://dx.doi.org/10.1002/jsc.2258.

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Sharma, B. "Porter's (1980) Generic Strategies, Contextual Factors and Performance: An Empirical Examination of Their Relationship." Metamorphosis: A Journal of Management Research 1, no. 1 (January 1, 2002): 52–68. http://dx.doi.org/10.1177/0972622520020104.

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Kim, Eonsoo, Dae-Il Nam, and J. L. Stimpert. "The Applicability of Porter’s Generic Strategies in the Digital Age: Assumptions, Conjectures, and Suggestions." Journal of Management 30, no. 5 (October 2004): 569–89. http://dx.doi.org/10.1016/j.jm.2003.12.001.

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Cavaleri, Steven, and Kareem Shabana. "Rethinking sustainability strategies." Journal of Strategy and Management 11, no. 1 (February 19, 2018): 2–17. http://dx.doi.org/10.1108/jsma-08-2016-0050.

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Purpose The purpose of this paper is to provide both theorists and practitioners with a conceptual framework that links sustainability strategies more closely with Porter’s generic strategies. The intent of this approach is to establish sustainability, fundamentally, as a strategic process. The proposed models set a strategic context to tie sustainability, to mediating variables, such as innovation and technology, while also linking them to generic strategies (low cost leader, differentiation, and focus) and firm financial performance in a causal chain. The proposed model gives rise to conclusions about the effectiveness of sustainability strategies that are consistent with emerging research about the role of radical innovation in sustainability. Design/methodology/approach The paper proposes two conceptual frameworks designed to link sustainability with business strategy. These models are rooted in evolving understandings of business strategy arising from Porter’s original explanations of generic strategies and sources of competitive advantage. The first model is a causal model that links drivers, such as type of competitive strategy and mode of innovation, to competitive outcomes and firm financial performance. The second model describes how different modes of technology development, in sustainability initiatives, cause changes in firm competitive and financial outcomes. Findings The conclusions arising from the model-based insights suggest that conventional continuous and incremental improvement sustainability practices hold the potential to pose strategic risks to some firms – depending on their core business strategy. By contrast, the model provides a logical, yet, less known, rationale that suggests radical innovation in sustainability practices may pose fewer strategic risks. It may also offer relatively more competitive and financial advantages than well-established programs relying on incremental innovation. Research limitations/implications Although the proposed conceptual frameworks are rooted in strategic management theories, the proposed models and expected outcomes have not yet been empirically tested or validated. However, initially, these models appear to have more face validity in explaining breakthrough sustainability success stories, such as Nike, than do competing explanations. Most importantly, the counter-intuitive finding that radical innovation is likely to be more effective in driving both sustainability and financial outcomes is a topic for future investigation. Practical implications The proposed models and accompanying rationale have direct implications for practitioners. They provide practitioners with a road map to logically and deductively frame sustainability strategies based on their current business strategy. Practitioners are often hindered by the lack of high-level guidance for making the transition from operationally focused sustainability tactics to strategies than are congruent with current business strategies. The current paradigm of using incremental sustainability strategies on an ad hoc basis does not always provide neutral outcomes regarding financial effects and competitive advantage – they may yield negative effects. Social implications The importance of sustainability strategies and management practices cannot be overstated. On a global scale, evidence indicates that most corporate sustainability programs are ineffective at slowing the rate of global forces offsetting sustainability. The proposed models and strategic management approach are intended to dramatically increase the effectiveness of sustainability improvement by closely aligning them with corporate strategies. Historically, companies have struggled to make the leap from randomly using eco-efficiency tools to making sustainability a key component of their business strategy. Originality/value This paper integrates a number of diverse lines of inquiry from the strategic management literature into a counter-intuitive approach for integrating sustainability into a firm’s core business strategy. The proposed conceptual frameworks can be used, prospectively, to design new sustainability strategies, or it can be used, analytically (retrospectively), to understand reasons for failure or under-performance in sustainability initiatives.

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