Abstract
This study chose Porter’s (1980) conceptualization of competitive strategy, since this conceptualization is academically well accepted and internally consistent (Dess and Davis, 1984). Porter (1980) identified two generic ways in which an organization can gain sustainable competitive advantage over other firms in the industry: ‘low cost’ and ‘differentiation’. A ‘low-cost’ strategy emphasizes the need to be the low-cost producer in the industry. A ‘differentiation’ strategy is based on creating and offering a product that is perceived industry-wide as unique
Highlights
The focus of universities on the RBV approach to CA is evident in the work of Dyson (2004) who linked resource-based planning to SWOT analysis techniques, embedding it the competitive strategic planning processes at the University of Warwick, and illustrating it as an iterative process rather than a linear one
Competition Related Strategic Issues Contained in the Strategic Statements 1
From the above table and chart, it can be seen that very little attention is paid by Jordanian private universities to issues of competition. 28% of all strategic issues contained in their strategic statements are competition related, while 72% are not competition related
Summary
The focus of universities on the RBV approach to CA is evident in the work of Dyson (2004) who linked resource-based planning to SWOT analysis techniques, embedding it the competitive strategic planning processes at the University of Warwick, and illustrating it as an iterative process rather than a linear one. It can be observed that there is an increasing systematic adaptation of strategic management and competitive strategy by universities all over the world, and this stems from the realization that both domestic and global influence of globalization has increased the rate of direct and indirect competition among universities locally and internationally. The section of the research work will detail the methodology which will form the basis for observing and analyzing the competitive strategies employed by Jordanian universities in relation to their foreign counterparts- the main focus of this thesis work. There is lack of prior research focused on understanding the patterns and types of competitive strategies which universities in Jordan use to cope with the intensifying rate of local and global competition in the higher education sector; as prior research has only focused on studying this phenomenon in the higher education sectors
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