Perceived Strategies Under the Focus of Strategic Positioning Theory, Resource Based-View, Strategic Mission and Organizational Typology: a Study of Companies in Southern Brazil

Abstract

This paper examines the subject of organizational strategy of companies in southern Brazil. Our aim is to propose a tool that allows the identification of strategic approaches of organizations. From theoretical viewpoint of strategic positioning, resource-based view, strategic mission and strategic typology, an integrating framework is proposed. We conducted a survey using a questionnaire with closed questions and applied it to medium and large firms in southern Brazil. Using the factorial analysis technique and cluster analysis, we analyzed the identified strategies in each cluster, comparing them with the perceived performance. The results suggest that the more strategies are aligned with the theoretical model, considering the four approaches used, the better the performance perceived by managers is.

Elements of strategic cost management: exploring relationship with strategic options

“…Stable domain, limited product set, technological efficiency, rigid and centralized organizational control, labor division, cost efficiency, highquality products, efficiency in production and distribution activities, unable to respond to significant changes in its market environment. Cost management is more related to processes, that is, greater use of elements with a focus on an internal analysis (Capalonga, Diehl & Zanini, 2014;Diehl, 2004;Marques, 2012;Miles et al, 1978;Slavov, 2013).…”

“…Dynamic environment, ability to explore new product-market opportunities, broad domain and in continuous development, seek potential market opportunities, technological structure, and flexible and decentralized administrative systems. Less emphasis on elements aimed at controlling costs and greater use of elements of strategic cost management that include external analysis of the environment, product, and market development (Capalonga et al,2014;Diehl, 2004;Marques, 2012;Miles et al, 1978;Slavov, 2013).…”

“…Cost management involves decisions related to both the external and internal environment. Demands equivalent use of elements of Strategic Cost Management (Capalonga et al,2014;Cooper & Slagmulder, 1998;Diehl, 2004;Marques, 2012;Miles et al, 1978;Slavov, 2013).…”

“…Products with unique characteristics lead to higher prices, emphasis on marketing and research; customer loyalty to the brand; product innovation; positive brand and product image within the sector; greater brand attractiveness; delivery systems adapted to the customer's needs; coordination between R&D functions; product development and marketing (Capalonga et al,2014;Diehl, 2004;Govindarajan & Shank, 1992;Langfield-Smith, 1997;Porter, 1989;Slavov, 2013).…”

“…Low price, focus on high market share, standardized products, economy of scale, operational efficiency; patented technology; higher sales volume; leader in cost, control of distribution channels; higher production volume; serves several industrial segments (Capalonga et al,2014;Diehl, 2004;Govindarajan & Shank, 1992;Langfield-Smith, 1997;Porter, 1989;Slavov, 2013).…”