From Five Competitive Forces to Five Collaborative Forces: Revised View on Industry Structure-firm Interrelationship

Dulčić, Želimir; Gnjidić, Vladimir; Alfirević, Nikša

doi:10.1016/j.sbspro.2012.09.1088

Cited by 22 publications

(21 citation statements)

References 8 publications

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“…For example, Pertusa-Ortega et al (2009) find that businesses usually use different types of hybrid strategies, which are associated with higher levels of performance, mainly those strategies with an emphasis on innovation differentiation. Several studies show the effect of market forces on small business performance (Barutcu and Tunca, 2012;Dulčić, Gnjidić, and Alfirević, 2012;Ucmak and Arslan, 2012;Yunna and Yisheng, 2014). In this matter, Barutcu and Tunca (2012) mention that market forces create some positive and negative impacts on business performance.…”

Section: Discussionmentioning

confidence: 99%

Marke forces, competitive strategies and small business performance: Evidence from Mexico`s low-income market

Echegoyen

Coronado

López

2018

CyA

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<p>En el sureste de México, los pequeños negocios son dirigidos por emprendedores de bajos ingresos, quienes operan estos negocios en un mercado local para obtener un ingreso diario. Este estudio analiza el efecto de las fuerzas del mercado sobre las estrategias competitivas genéricas y el desempeño de los pequeños negocios. Se analiza (1) qué estrategia tiene el mayor efecto en el desempeño de los pequeños negocios, (2) cual es la fuerza de mercado más representativa, y (3) cómo estas fuerzas de mercado influyen en la relación entre el desempeño y la estrategia competitiva. Los resultados sugieren que la estrategia de diferenciación es la que tiene el mayor efecto sobre el desempeño, que la de liderazgo en costos; pero que una combinación de ambas estrategias competitivas tiene mejores resultados en el desempeño para este tipo de contextos.</p>

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Section: Discussionmentioning

confidence: 99%

Marke forces, competitive strategies and small business performance: Evidence from Mexico`s low-income market

Echegoyen

Coronado

López

2018

CyA

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“…Moreover, with the current innovations, three crucial forces; globalization, deregulation and delocalization have become great determinants to the kind of strategy a business adopts (Dälken, 2014). Dulčić et al (2012) further argue that as environments change, the time change factor is also critical in determining the kind of strategies used by businesses. Business managers are at a better place to know the critical market trends given their presence in the industry for a longer period hence able to make informed strategic decisions.…”

Section: Criticisms To Competitive Strategic Approachesmentioning

confidence: 99%

Determinants of Porter’s competitive strategy utilization among agro-dealers in Kenya

Wanyonyi

Gathungu

Bett

et al. 2020

Cogent Food & Agriculture

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“…Its static nature wanes its relevance with evolving global competitive milieu (Karagiannopoulos, Georgopoulos & Nikolopoulos, 2005), limiting its applicability as a tool to gain sustainable competitive advantage (Aktouf, 2004). Therefore, it cannot gauge market trends in highly changing and dynamic competitive markets (Dulčić et al, 2012).Contributing to this stream of research, we suggest that several new phenomena-e.g., NGOs, have emerged during the recent decades, affecting remarkably the overall global business environment (Teegen, Doh, &Vachani, 2004;Vachani, Doh &Teegen, 2009), but are largely absent in this stream of research.…”

Section: Introductionmentioning

confidence: 95%

Revisiting Porter Five Forces Model: Influence of Non-Governmental Organizations on Competitive Rivalry in Various Economic Sectors

Khurram¹

2020

PSSR

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This study aims to revisit an influential model in management literature-i.e., Michael Porter's five forces model. It is used to determine the attractiveness of an industry through-buyers power, competitive rivalry, threat of new entrants, suppliers power and substitution goods. Notwithstanding the acclaim that this model has won, it is now facing mounting criticism due primarily to its limited applicability in ever changing global context. This study critically analyzes the literature available on the subject to bring into limelight the weaknesses of this model. We propose an integrated, comprehensive and updated model that captures effects of all forces including a new force-i.e., non-governmental organizations. We suggest that NGO activism interacts with each force to either ameliorate or reduce its effect on the competitive rivalry of the firms.Strategists, consultants and managers are recommended-based on this updated model-to include NGO activism in their assessment of industry's attractiveness.

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From Five Competitive Forces to Five Collaborative Forces: Revised View on Industry Structure-firm Interrelationship

Cited by 22 publications

References 8 publications

Marke forces, competitive strategies and small business performance: Evidence from Mexico`s low-income market

Marke forces, competitive strategies and small business performance: Evidence from Mexico`s low-income market

Determinants of Porter’s competitive strategy utilization among agro-dealers in Kenya

Revisiting Porter Five Forces Model: Influence of Non-Governmental Organizations on Competitive Rivalry in Various Economic Sectors

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