Abstract
Building on the resource-based view (RBV) theory of the firm, this study proposes an analysis of competitive efficiency based on the configuration of different competitive pillars that shape competitiveness. The empirical application uses non-parametric frontier methods (data envelopment analysis - DEA) on a unique sample of 171 Catalan businesses. The results show that different strategies adopted by businesses impact their competitiveness level. It was found that competitive efficiency is conditioned by the heterogeneous configuration of competitive pillars, and that this effect varies across industries. The industry-level findings reveal that competitiveness and competitive efficiency are two inter-connected constructs that not always follow the same trajectory. Additionally, the findings indicate that the optimal configurations of competitive pillars are heterogeneous across industries, which suggests that competitive strengths and weaknesses also vary across industries.
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