Porter's Generic Strategies Research Articles

Porter's (1980) Generic Strategies and Performance: An Empirical Examination with American Data

In Part I of this paper, published in O.S. 7/1, we compared the strategic clusters that emerged from a taxonomy of consumer durable businesses to three strategies suggested by Porter (1980). We discovered clusters that pursued combinations of Porter's differentiation and cost leadership strategies, and also those that did not. The purpose of this paper is to compare the performance of these groups of clusters, discuss the differences in strategic behaviour among them that may explain performance, and elicit some normative implications.

Porter's (1980) Generic Strategies and Performance: An Empirical Examination with American Data

Porter's (1980) three generic strategies have received a great deal of attention recently in the literature on strategic management. In this, the first of two papers, we employ methods of taxonomy on the PIMS data base of consumer durable business units to determine whether Porter's differentiation, cost leadership and focus types occur with any degree of regularity. Then, in a sequel paper to appear in O.S. we examine whether the types differ among each other and between types not displaying differentiation or cost leadership in their growth and ROI performance.

Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance

A multimethod, multivariate analysis of “intended” strategies provides empirical support for the presence of strategic groups based upon Porter's (1980) generic strategies. Variations in intraindus...

Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance.

A multimethod, multivariate analysis of “intended” strategies provides empirical support for the presence of strategic groups based upon Porter's (1980) generic strategies. Variations in intraindus...

ABSTRACTS OF PAPERS PRESENTED BUT NOT PUBLISHED.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesABSTRACTS OF PAPERS PRESENTED BUT NOT PUBLISHED.Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.1983.4976388AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents abstracts of article about management and industrial organization. They include "Divestiture, Market Valuation, and Strategy," by Cynthia A. Montgomery, Ann R. Thomas, and Rajan Kamath, "Porter's (1980) Generic Business Strategies, Organizational Context and Performance: An Empirical Investigation," by Roderick E. White, and "A Market Model Analysis of Administrative Experience of the Performance of Merging Firms," by Michael Lubatkin.FiguresReferencesRelatedDetails Vol. 1983, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 1983 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsABSTRACTSMANAGEMENT -- AbstractsCORPORATE divestiture -- AbstractsCONSOLIDATION & merger of corporations -- AbstractsCORPORATIONS -- Finance -- AbstractsPROFIT -- AbstractsSTRATEGIC planning -- AbstractsBUSINESS planning -- AbstractsFINANCE -- AbstractsVALUATION -- AbstractsDownload PDF

An Empirical Examination of Porter's (1980) Generic Strategies.

The existence of the three generic strategies--differentiation, overall low cost, focus--proposed by Porter (1980) is empirically examined through an exploratory field study consisting of 22 firms ...

Testing The Applicability of Porter's Generic Strategies In The Digital Age: A Study of Korean Cyber Malls

Although traditional strategic management theory evolved in the context ofbrick and mortar firms operating in a physical space, we propose that Porter's(1980) generic strategy framework is still applicable, albeit in need of somemodification, to competition in the digital age. This study tests that assertionin a sample of Korean online shopping malls. In particular, it explores the followingresearch question: Do Porter's (1980) generic strategies explain performancedifferences across business-to-consumer (B2C) firms?Our results suggest that Porter's generic strategies are applicable to e-businessand that they indeed explain performance differences across firms.Contrary to conventional wisdom, but consistent with the logic of business inthe digital realm, the cost leadership strategy exhibited the lowest performance.Firms pursuing a hybrid cost leadership/differentiation strategy exhibited thehighest performance. Interestingly, when a sub-sample of all firms pursuing thehybrid strategy was analyzed for performance differences by firm type (pureplays vs. clicks-and-bricks), pure plays exhibited superior performance. Ourfindings suggest that cost leadership and differentiation can be combined at thesame time, and must be combined to be successful in e-business.

Porter's Generic Strategies: An Exploratory Study of Their Use In Japan

While the use of Porter's generic strategies have been well documented inAmerica and Europe, no studies have assessed their use in Japan. This researchinvestigates if Japanese companies are indeed following Porter's genericstrategies or continuing to follow more traditional "Japanese" managementstrategies. Using a survey to operationalize Porter's generic strategies, Japanesemanagers were questioned about their firm's current strategic practices. Afactor analysis revealed Japanese firms are following only two strategies thatcould be identified as those of Porter. A cost leadership strategy was the mostfrequently used strategy, and the differentiation strategy was used the least.There was no evidence of organizations using a focus strategy. Interestingly,two additional strategies emerged that did not fit Porter's research but are inline with traditional Japanese strategies including a supply chain focus and atraining based strategy.

Cloning an industry: Strategy typologies of Shanghai biotechnology companies

Insight into the development of the medicinal biotechnology sector of China is provided through interviews of 19 Shanghai-based companies. Two commonly accepted strategy typologies are used to provide a predictive frame towards understanding their potential in the market. Most of the companies interviewed use the Miles & Snow Analyser Strategy. Two companies were clearly Prospectors, with founders of both discovering their technologies in laboratories of developed countries. The Porter Generic Strategy typology indicated that most are using Cost Leadership strategies. The strategic choice of these companies is problematic given the dynamics of the global market in which they could participate but are more sensible within the context of a protected market. For example, it appears that government-sponsored monopoly policies are driving low-cost strategies rather than innovation-based differentiation strategies.