Implementation Of Competitive Strategies Research Articles

The Effect Of Dimension Companies On The Level Of Debt: A Study Of The Fishing Industry In Spain

The present concern that exists in the economy on account of the high level of debt facing non-financial companies in Spain also exists in the fish and seafood processing industry, particularly to the extent that it might affect the fisheries sector as a whole. Given that Spain has generated an important processing sector and has become the main producer of canned fish and seafood in the EU, it is undoubtedly a pertinent case of reference to analyse this problem. Along these lines, this study specifically looks at the economic structure and financial viability of the canning industry in Spain’s largest area of production (Galicia), analysing the possible interrelationships that may exist between debt levels and the business structure in this sector of the economy. Furthermore, the study is carried out in a scenario of increased demand and of risks associated with international competition, which makes the implementation of competitive strategies to guarantee the future of this activity recommendable. The results obtained show the existence of a close relationship between the size of the companies and the debt level.

Competitive Strategy, Environmental Characteristics and Performance in African Emerging Economies: Lessons from Firms in Ghana

ABSTRACT This paper examines the impact of the implementation of competitive strategy on organizational performance in response to economic liberalization policies using survey data from organizations in Ghana. We also examine how the perceived intensity of industry competition and industry sector moderate the relationship between competitive strategy and organizational performance. The results show that the implementation of the competitive strategies of low-cost, differentiation, and integrated low-cost and differentiation were all positively related to performance (return on assets and return on sales). We also find that both industry competition and industry sector moderate the relationship between differentiation strategy and return on assets. Moreover, industry competition moderates the relationships between both low-cost and differentiation strategies and return on sales. The results indicate that implementing a clearly defined competitive strategy is beneficial to organizations experiencing significant changes in the environment due to economic liberalization. The findings also suggest that while low-cost strategy is more beneficial to organizations in a highly competitive industry, differentiation strategy is more beneficial to firms in lowly competitive industry. At the same time, organizations in the manufacturing sector benefit more than those in the service sector when they implement the differentiation strategy. Managerial implications are presented.

Transformational leadership and market orientation: Implications for the implementation of competitive strategies and business unit performance

Drawing on the resource-based view of the firm, particularly the competency-based view of strategy making, the authors develop and test an integrated model of the source–positional advantage–firm performance chain. The model postulates transformational leadership and market orientation as managerial-based and transformational-based competencies, respectively. Such competencies should lead to marketplace positional advantages through competitive strategies such as innovation differentiation, marketing differentiation, and low cost. In turn, these positional advantages contribute to different firm performance metrics, specifically, effectiveness and efficiency. The authors discuss some implications for competitive strategy theory using a resource- (competency-) based perspective, along with managerial implications.

Principles of management and competitive strategies: using Fayol to implement Porter

PurposeThe purpose of this paper is to present how the past, Fayol's principles of management, is applied to the present, Porter's competitive strategies – cost leadership and differentiation – and in turn how the understanding of this connection between the past and present directs the future development of firms.Design/methodology/approachThis study explores which of Fayol's principles can be matched to Porter's cost‐leadership or differentiation strategy in terms of strategy implementation.FindingsThe paper finds that the principles of division of work, authority and responsibility, unity of command, unity of direction and scalar chain are useful in the implementation of a cost leadership strategy but other, more modern alternative principles apply for differentiation strategy. Likewise, the three principles of stability of tenure of personnel, initiative and esprit de corps apply to the implementation of differentiation strategy, but not to cost leadership, where, again, alternative principles apply. The remaining six principles of discipline, subordination of individual interests to the general interest, remuneration, centralization, order and equity are applicable to implementation of both.Practical implicationsBy melding the past with the future, it shows that the flexible use of Fayol's principles in an integrated manner lays the foundation for the successful implementation of competitive strategies and the future development of firms.Originality/valueThis study documents the flexible use of Fayol's principles, an issue that has received modest attention in the literature. It also adds to the literature on the potential implication of Fayol's work for successfully implementing competitive strategies.