Testing The Applicability of Porter's Generic Strategies In The Digital Age: A Study of Korean Cyber Malls

Kim, Eonsoo; Nam, Daeil; Stimpert, J. L.

doi:10.54155/jbs.21.1.19-46

Cited by 76 publications

(9 citation statements)

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“…Cost leadership strategy is a vital organizational resource in examining performance (Allen and Helms, 2006;Teeratansirikool et al, 2013). Other studies demonstrate that business strategies are considered a significant resource, help in organizations to determine their performance (Kim et al, 2004;Parnell, 2010). These findings are consistent with Sirmon and Hitt (2009), that business strategies like cost leadership and differentiation allow achieving competitive advantage.…”

Section: Business Strategiesmentioning

confidence: 68%

Intellectual capital and innovative performance: a mediation-moderation perspective

Rehman

Elrehail

Alsaad

et al. 2021

JIC

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PurposeThis study explores central questions related to the connection between intellectual capital (IC) and the innovative performance of organizations through the mediating role of management control systems (MCS) and business strategies, as well as the moderating role of innovation capabilities.Design/methodology/approachThe data was collected from the managers of small and medium enterprises (SMEs) through a structured questionnaire. Out of 1,152 questionnaires distributed, only 415 were used for analysis purposes. Structural equation modelling (SEM) was used to test the study hypotheses.FindingsIntellectual capital significantly influences MCS, business strategies and innovative performance. Moreover, MCS, business strategies and innovative capabilities significantly improve innovative performance. MCS and business strategies significantly mediate the relationship between intellectual capital and innovative performance. Finally, innovative capabilities significantly moderate that between intellectual capital and innovative performance.Practical implicationsThe current research examines how management should use MCS, business strategies, and innovative capabilities to take maximum benefit from intellectual capital in order to improve innovative performance.Originality/valueThis is pioneering research that develops a theoretical model to incorporate intellectual capital, MCS, business strategies, innovative capabilities and innovative performance. Even though the influence of various kinds of intangible assets/resources on innovative performance has been widely examined in the literature, scant attention has been paid to the role of MCS, business strategies, and innovative capabilities in leveraging the firm's intellectual capital.

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Section: Business Strategiesmentioning

confidence: 68%

Intellectual capital and innovative performance: a mediation-moderation perspective

Rehman

Elrehail

Alsaad

et al. 2021

JIC

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“…Ge and Ding (2005) established that Firms using the low-cost strategy can increase their market share and profit, especially when combining it with the differentiation strategy. Kim et al (2004) and Parnell (2006) suggested a combination of strategies for better performance. Focus refers to a strategy where a firm focuses its capacities on a narrow group of customers, a narrower market, or a narrower selection of products/services.…”

Section: Innovation Strategies Towards Customers and Firm Performancementioning

confidence: 99%

Relationship between Changes in the Business Environment, Innovation Strategy Selection and Firm’s Performance: Empirical Evidence from Slovenia

Gošnik

Kavčić

Meško

et al. 2023

Administrative Sciences

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This article studies the relationship between changes in the external business environment, a firm’s innovation strategies towards customers, and performance. A model of relations was developed, as well as a hypothesis: “The use of the differentiation strategy has a positive effect on firm’s performance. SMEs that use the differentiation strategy achieve better performance than those who use one of the other strategies (low-cost strategy, focus strategy, or an overtaking strategy)”. The empirical study includes a population of 3007 SMEs and a sample of 163 SMEs. The firm’s performance was measured using financial measures such as return on equity (ROE) and return on assets (ROA), operational measures such as economic value added (EVA) and comprehensive measures such as credit rating (CR). The structural equation modelling (SEM) approach was used for data analysis. Based on the results, we can confirm that changes in a firm’s external environment affect the firm’s strategy towards customers, which influences the performance of a firm. The empirical study confirmed that firms using the differentiation strategy indicate higher performances (ROA, EVA, and CR) than those using any other strategy. Results also show that high-performance SMEs incorporate customer perspectives into strategy selection. The most significant influence on the firm’s selection of the differentiation strategy was found in cases when the firm cooperates with new customers with whom it has not collaborated thus far. SMEs that use a low-cost strategy, focus strategy, or overtaking strategy are less successful than companies that use a differentiation strategy. The developed model of relations in this research has special meaning for researchers and managers in the field of strategic management, strategy selection and implementation, as well as performance of SMEs.

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“…Leverage is a reflection of companies' financial risk that could show the image of their capital structure and know the risk of uncollectible debts. In business strategy, leverage is used as a creditor's control toward companies [30]. Because of that, companies with high leverage will have low environmental performance because they received a lot of pressure from their creditors, which resulted in their effort to reduce their expenses, especially environmental expenses [9].…”

Section: Leveragementioning

confidence: 99%

Business Strategy and Environmental Performance

Moesono

Beoang

Prayogo

et al. 2021

jak

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Business strategy choices are very influential in a company’s environmental performance. Companies that choose the cost leadership strategy tend to streamline their expenses which leads to them overlooking the environmental cost. Meanwhile, differentiation strategy encourages companies to accommodate environmental costs to fulfill customers’ demands. Therefore, this research aims to examine the impacts of the strategy choices on environmental performance, which has not been focused on by previous researchers. This research’s samples are public companies that are consistently participating in the PROPER program during the 2012-2017 period. 228 company years fulfill the sample criteria. The data are processed using the GRETL application that is fit for processing the panel data. We apply two proxies to measure each strategy choice. Cost leadership is proxied with EPAS and SPPE while differentiation is measured with SGAS and SCGS. This research’s findings are, firstly, companies that choose the cost leadership strategy have lower environmental performances, and, secondly, companies with differentiation strategy have high environmental performances. However, not all proxies used to measure the cost leadership and differentiation strategies support the impacts of strategy choices on environmental responsibilities performance.

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Testing The Applicability of Porter's Generic Strategies In The Digital Age: A Study of Korean Cyber Malls

Cited by 76 publications

References 0 publications

Intellectual capital and innovative performance: a mediation-moderation perspective

Intellectual capital and innovative performance: a mediation-moderation perspective

Relationship between Changes in the Business Environment, Innovation Strategy Selection and Firm’s Performance: Empirical Evidence from Slovenia

Business Strategy and Environmental Performance

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