Abstract
In the past, examinations of the strategy-performance relationship have focused on samples from the industrial sector. This study, based on Porter's (1980) generic strategy framework, theoretically evaluates three propositions which may be used to extend this work to the retail sector. This article examines the unique forces affecting the relationship between strategy and performance within the retailing industry. Based on prior research, the authors hypothesize that in terms of both financial performance and operating performance, retailers employing multiple strategies to attain competitive advantage will outperform those using a singular approach.
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