Competitive Strategy, Uncertainty, and Performance: An Exploratory Assessment of China and Turkey

Parnell, John A.; Köseoğlu, Mehmet Ali; Zhang, Long; Spillan, John E.

doi:10.1080/15475778.2012.676957

Cited by 17 publications

(28 citation statements)

References 96 publications

(85 reference statements)

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“…In these studies, the difference in the performance of viable strategies is insignificance. However, there are evidences where inconsistent results are found as well (Blackmore and Nesbitt, 2013;Hambrick, 1983;Parnell et al, 2012Parnell et al, , 2015Parnell and Wright, 1993;Smith et al, 1986Smith et al, , 1989Zamani et al, 2013).…”

Section: Strategy and Performancementioning

confidence: 99%

“…Although, viable strategies outperformed reactors, their performance is negative in many instances. For example, prospectors performed negatively in China and analyzers performed negatively in USA and Turkey (Parnell et al, 2012(Parnell et al, , 2015, defenders performed negatively in terms of growth and overall performance (Zamani et al, 2013). The influence of firm size on performance is significant (Blackmore and Nesbitt, 2013;Jennings et al, 2003;Smith et al, 1986Smith et al, , 1989 as well insignificant (Sarac et al, 2014).…”

Section: Strategy and Performancementioning

confidence: 99%

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Business strategy and firm performance: a multi-industry analysis

Anwar

Hasnu

2016

Journal of Strategy and Management

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Purpose – The purpose of this paper is to investigate the strategy-performance relationship in a multi-industry setting for joint stock firms operating in Pakistan using Miles and Snow typology. The impact of firm size and industry on performance along with strategy is also investigated. The empirical research evidence on strategy-performance relationship for Miles and Snow typology is updated as well. Design/methodology/approach – Scoring methodology is applied for identification of strategic types, including the reactor strategy. The consistency of the firms over time is also checked. Seven year archived financial data of 320 Pakistani joint stock firms from 12 industries are used for analysis. Descriptive statistics and analysis of variance is used for analysis. Findings – Hybrid strategies are practiced by firms rather than pure strategies. The distribution of strategic types is uneven. There are mixed results for performance difference among strategic types for different industries and firm size. Defending and analyzing strategies are better than the prospecting strategies. Reactors performed better in some industries as well. Originality/value – Proposed scoring methodology can be applied to identify all strategic types including reactors in the longitudinal studies. This can be replicated for other typologies or strategic group classifications. The process for identification of reactor strategy through a consistency check is a unique contribution to the literature, especially when archived financial data are used.

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Section: Strategy and Performancementioning

confidence: 99%

Section: Strategy and Performancementioning

confidence: 99%

Business strategy and firm performance: a multi-industry analysis

Anwar

Hasnu

2016

Journal of Strategy and Management

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“…Di sisi lain, prospectors juga dapat mengungguli defenders dalam hal market share (Hambrick, 1983). Beberapa studi menunjukkan bahwa defenders, analyzers, dan prospectors jauh mengungguli reactors (Snow & Hrebiniak, 1980;Smith, Guthrie, & Chen, 1986, 1989Parnell & Wright, 1993;Parnell, 2010;Parnell, Koseoglu, Long, & Spillan, 2012). H2: Implementasi strategi bisnis memiliki pengaruh terhadap kinerja perusahaan.…”

Section: Strategi Bisnis Terhadap Kinerja Perusahaanunclassified

Pengaruh Implementasi Good Corporate Governance dan Strategi Bisnis terhadap Kinerja Perusahaan: Studi Kasus BUMN di Indonesia Tahun 2013-2018

Natapermana

Yadiati

Nurhayati

2020

JMP

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<em>State Owned Enterprise (SOE) is one of the agents of economic activity in the national economy of Indonesia that has an important role in managing the national economy in order to realize the welfare of society. At present, SOEs have often received critical attention from the public because they are seen as inefficient, wasteful of resources utilization, laden with corruptions, and have a lowerlevel profitability. The implementation of Good Corporate Governance (GCG) and the right of business strategy are expected to improve the performance of SOEs both financially and non-financially. The purpose of this study was to determine the effect of GCG imple-mentation and business strategy on firm performance. In this study, financial performance was measured using Return on Equity (ROE) and non-financial performance used Customer Satisfaction Index (CSI). The method used in this research is a partial regression of panel data through the determined of the estimation model after the classical assumption test. The sample used in this study was 22 SOEs (BUMN) that met the sample criteria. The results showed that there was a significant effect of the implementation of GCG on ROE and CSI. But, there was no significant effect of the implementation of its’ business strategies on ROE, otherwise the significant effect on CSI.</em>

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“…Prospector firms monitor market trends in order to be the first entrant in a new market or the first developer of a new product (Avci et al, 2011;Parnell et al, 2012Parnell et al, , 2015. These firms are externally oriented and constantly redefine markets.…”

Section: Strategic Orientationmentioning

confidence: 99%

“…These firms primarily seek to minimize risk and maximize opportunities for profit, developing a balance between the two (Avci et al, 2011;Parnell, 2010;Sabherwal and Chan, 2001). Analyzers tend to focus on efficiency and productivity when the market is stable, but they engage in cautious scanning and innovation during market turbulence (Anwar and Hasnu, 2016;Chan, 1997;Parnell et al, 2012).…”

Section: Strategic Orientationmentioning

confidence: 99%

Effects of strategic information systems on competitive strategy and performance

Yoshikuni¹,

Albertin²

2018

IJPPM

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Purpose This study argues that strategic information systems (SISs) are necessary for organizations’ survival and corporate performance in turbulent economic environments. Applying Miles and Snow’s strategy typology, the purpose of this paper is to explore how SIS supports business strategy and corporate performance. Design/methodology/approach This study uses quantitative survey data from 389 Brazilian companies during economic crises and analyzes them using structural equation modeling. Findings There is strong evidence that SIS promotes capacity and flexibility to create competitive strategies in response to environmental changes. SIS significantly and positively predicts firms’ use of prospector strategies, reducing the need to sacrifice efficiency for innovation. SIS can predict corporate performance more strongly than firms’ strategic orientations can. Practical implications The results provide organizations insights on how SIS enables strategic planning processes to create competitive strategy and improve performance during economic turbulence. Originality/value This research demonstrates SIS’s positive effects during economic turbulence on competitive strategy and performance, revealing that corporate performance is influenced more by SIS (strategic process) than strategic orientation (content). Hence, this study fills a research gap in the information systems strategy literature by contributing new insights about SIS.

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Competitive Strategy, Uncertainty, and Performance: An Exploratory Assessment of China and Turkey

Cited by 17 publications

References 96 publications

Business strategy and firm performance: a multi-industry analysis

Business strategy and firm performance: a multi-industry analysis

Pengaruh Implementasi Good Corporate Governance dan Strategi Bisnis terhadap Kinerja Perusahaan: Studi Kasus BUMN di Indonesia Tahun 2013-2018

Effects of strategic information systems on competitive strategy and performance

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