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Competitive positioning within and across a strategic group structure: the performance of core, secondary, and solitary firms
Drawing from economic and cognitive theories, researchers have argued that firms within an industry tend to cluster together, following similar strategies. Their positioning in strategic groups, in turn, is argued to influence firm actions and firm performance. This research is extended to examine performance implications of competitive positioning not just among but also within groups. It finds that performance differences within groups are significantly larger than across groups, suggesting that some firms within groups develop better resource or competitive positions. It also finds that secondary firms within a group outperform both core firms within the group and solitary firms, the latter being those not belonging to any multifirm strategic group. This suggests that secondary firms may be able to effectively balance the benefits of strategic distinctiveness with institutional pressures for similarity. It concludes that strategic groups represent a range of viable strategic positions firms may stake out and use as reference points..Printed Journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | John Wiley & Sons., |
|---|---|
| Edisi | - |
| Subjek | Strategic management Commercial banks Financial performance Organization theory Hypotheses studies |
| ISBN/ISSN | 1432095 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |