Strategic Groups and Performance in Higher Education in Brazil

Peixoto, Marcus Rodrigues; Alcantara, Mariana Simões de; Silva, Jorge Ferreira da

doi:10.1080/10978526.2021.1928516

Cited by 2 publications

(6 citation statements)

References 60 publications

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“…This article's primary goal was to identify the different global strategies adopted by audiovisual streaming firms using Porter's generic strategies framework (Porter, 1980) in one of the four strategic groups (cost leadership, differentiation, cost focus, and differentiation focus) or the residual strategy 'stuck-in-the-middle.' This framework was chosen among many others (e.g., Abell, 1980;Greckhamer & Gur, 2021;Miles & Snow, 1978;Mintzberg, 1980;Moon et al, 2014) as it is consecrated in the literature and used in most empirical articles on strategic groups (e.g., Al-Abdallah, Frazer, & Albarq, 2021;Kim et al, 2004;Kotha & Vadlamani, 1995;Köseoglu et al, 2013;Peixoto et al, 2021) and by its parsimony. To conduct this classification, we relied on K-Means cluster analysis (Hair et al, 2003).…”

Section: Discussionmentioning

confidence: 99%

“…Several studies used it for many sectors as diverse as manufacturing (Kotha & Vadlamani, 1995;Nandakumar et al, 2011), education (Peixoto et al, 2021), internet-based ventures (Al-Abdallah et al, 2021, petrochemical (Moraes & Zilber, 2004), hospitality (Köseoglu et al, 2013), business services (O'Farrell et al, 1993), the airline industry (Greckhamer & Gur, 2021), e-business (Kim et al, 2004), and the informal sector (Mungai & Ogot, 2017).…”

Section: Strategic Groupsmentioning

confidence: 99%

“…Price is a strategic variable in several strategic group studies (e.g., Kotha & Vadlamani, 1995;Peixoto et al, 2021). It is an indication of the strategy a firm pursues.…”

Section: Pricementioning

confidence: 99%

“…To achieve this goal, we rely on the strategic group theory (Hunt, 1972;Porter, 1980) to identify the different global strategies adopted by audiovisual streaming firms using Porter's generic strategies framework (Porter, 1980) and understand how these strategies impact their performance. Many previous studies used this strategic framework to analyze with success the strategy and performance of many audiovisual streaming platforms 22(1), p. 1-40, e22885, 2023 traditional (e.g., Kotha & Vadlamani, 1995;Köseoglu et al, 2013;Peixoto et al, 2021) and a few internet-based industries (Al-Abdallah et al, 2021;Kim et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

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Strategy and performance of audiovisual streaming platforms

Moraes,

Paula,

Silva

2023

RIAE

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Purpose: This work aims to analyze and classify the competitive strategies of 37 streaming platforms and identify which strategic groups perform better globally. Design/methodology/approach: This study is based on the structure-conduct-performance paradigm and uses Porter's typology to reach its goal. It classified the 37 platforms into their respective strategic groups based on eight strategic variables using k-means cluster analysis. Then, group performances were compared using ANOVA to test the mean differences of two performance variables. Originality/relevance: The audiovisual industry is experiencing a radical change in content consumption, distribution, and production. Streaming technology, which delivers content over the internet without downloads, increased flexibility and sparked a wave of adoption of audiovisual streaming platforms that destabilized other sectors, such as home video. Consequently, this phenomenon left a gap in studies about the strategy and performance of the industry, which this paper intends to fill. Main findings: As a result, 14% of the platforms studied were allocated to the Differentiation strategic group, 30% to Cost Leadership, 19% to Differentiation Focus, 8% to Cost Focus, and 30% were considered Stuck-In-The-Middle. We identified that the strategic groups present significant differences in performance, validating the applicability of Porter's typology. Theoretical contributions: The study found that broad-spectrum strategies such as Cost Leadership and Differentiation promote better performance than focus strategies at this industry stage. Surprisingly, Stuck-In-The-Middle companies also perform well, similar to companies with broad-spectrum strategies.

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Section: Discussionmentioning

confidence: 99%

Section: Strategic Groupsmentioning

confidence: 99%

“…Price is a strategic variable in several strategic group studies (e.g., Kotha & Vadlamani, 1995;Peixoto et al, 2021). It is an indication of the strategy a firm pursues.…”

Section: Pricementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Strategy and performance of audiovisual streaming platforms

Moraes,

Paula,

Silva

2023

RIAE

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“…Dengan demikian maka peran dari administrasi pendidikan adalah menerapkan instrumen strategik nasional (Mourato, Patrício, Loures, & Morgado, 2021;Peixoto, de Alcantara, & Ferreira da Silva, 2021;Roxå & Mårtensson, 2008;Samnakay, 2021;Sataøen & Waeraas, 2016) dalam pengelolaan pendidikan sehingga pendidikan menjadi merata, kemudahan akses dan bersifat efisiensi, sehingga seluruh warga negara dapat meningkatkan kesejahteraan, keadilan dan kemakmuran. Sehingga dalam proses pendidikan peran tata Kelola adalah (1) perencanaan; (2) designing details; (3) execute; (4) controlling dan (5) evaluating results.…”

Section: Pendahuluanunclassified

Strategi Menghadapi Perubahan Global Melalui Analisis Tata Kelola Program Pascasarjana di National University of Singapore

Prihatin

Gaffar

Hasan

et al. 2022

JPP

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Semua universitas memiliki strategi unggulan dalam menghadapi perubahan global yang datangnya sangat cepat dan mempengaruhi seluruh aspek kehidupan. Pendidikan menjadi senjata ampuh andalan yang diharapkan dengan pendidikan yang berkualitas akan membuat negara mampu menghadapi perubahan global bahkan mampu menjadikan perubahan tersebut menjadi peluang untuk mengembangkan negaranya. Sehingga diperlukan analisis tata Kelola dari universitas ternama dari negara lain sebagai brainstorming program pascasarjana. National University of Singapore (NUS) menjadi lokasi strategis untuk dianalisis untuk mendapatkan data tentang (1) sifat program pascasarjana dari universitas yang dipilih; (2) kecenderungan umum tata kelola program pascasarjana; (3) dampak perubahan global terhadap program pascasarjana; (4) strategi dan inovasi tata kelola dalam menyikapi dampak peningkatan kualitas program pascasarjana; (5) implikasi penelitian terhadap tata kelola program pascasarjana khususnya di Universitas Pendidikan Indonesia. Hasil penelitian menunjukkan bahwa ada 4 strategi NUS dalam menghadapi perubahan yaitu (1) otonomi universitas; (2) rekruitmen tenaga akademisi kelas 1 dan menyiapkan lingkungan, insfrastruktur untuk kolaborasi penelitian dengan para sarjana dalam mengembangkan yang terbaru dan terunggul; (3) NUS selalu mengkondisikan lembaganya dalam constructive dissatisfaction; dan (4) kolaborasi global. Sehingga dapat disimpulkan bahwa strategi NUS dalam menghadapi perubahan global sangat menitik beratkan pada kualitas sumber daya dan pengembangan penelitian yang inovatif.

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Strategic Groups and Performance in Higher Education in Brazil

Cited by 2 publications

References 60 publications

Strategy and performance of audiovisual streaming platforms

Strategy and performance of audiovisual streaming platforms

Strategi Menghadapi Perubahan Global Melalui Analisis Tata Kelola Program Pascasarjana di National University of Singapore

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