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doi:10.32479/irmm.6275

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2021

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“…A first limit refers to the choice of the Tunisian manufacturing industry to test our conceptual model that does not allow us to generalize the results to different sectors or developing countries. An inter-industry or comparison with other developing countries may extend or narrow the scope of our results (Zgarni & Gharbi, 2019).…”

Section: Puresmentioning

confidence: 81%

Pure Versus Hybrid Competitive Strategy: Evidence from Tunisian Manufacturing Industries

Zgarni¹,

Gharbi²

2021

ASS

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This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.

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Section: Puresmentioning

confidence: 81%