The Finnish food industry facing European integration: Strategies and policies

Hyvönen, Saara; Kola, Jukka

doi:10.1093/erae/22.3.296

Cited by 7 publications

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“…Strategies of small firms in the food sector have typically been investigated in the context of the whole industry setting (e.g. Hyvönen and Kola 1995, Traill 2000, Hyvönen 2001). This may offer a too one-sided picture of the strategic orientation of small-scale food production businesses since as a result of this type of empirical research frame the smallest foodprocessing firms are often grouped under one label.…”

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

“…This may offer a too one-sided picture of the strategic orientation of small-scale food production businesses since as a result of this type of empirical research frame the smallest foodprocessing firms are often grouped under one label. For example, in the study by Hyvönen and Kola (1995), the smallest food-processing firms were included in the cluster called "Productionand cost-oriented strategists lacking trade marketing competence". Similarly, Traill (2000) when studying strategic groups of EU food manufacturers used a cluster categorisation where the…”

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

“…If the firms try to increase market share, the significance of the resource heterogeneity can be considered more valid. Hence, it is essential to consider in which product market domain (Bamberger andBonacker 1994, Hyvönen andKola 1995) a firm operates. A firm may have a relative advantage in a narrowly defined market, but a disadvantage in a broader market area (e.g., local markets vs. national markets).…”

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

“…In this study, strategic competitive resources are identified in terms of such superior factors that, from a firm's point of view, differentiate a firm or its products from its main competitors. For the questionnaire variables representing possible and potential superior factors were drawn from literature and previous studies (e.g., Stoner 1987, Haahti 1989, Hall 1993, Hyvönen and Kola 1995, Forsman 1996, Borch and Iveland 1997, Traill 2000. It is important to point out that in a postal survey it is difficult to distinguish resources from capabilities, competitive advantages and strategies.…”

Section: Strategic Resourcesmentioning

confidence: 99%

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How do small rural food-processing firms compete?A resource-based approach to competitive strategies

Forsman¹

2004

AFSci

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The study was concerned with the competitive strategies of small food-processing firms in rural Finland and their ability to achieve and maintain a competitively advantaged position in relation to larger food companies in the dynamic and mature food market. Competitive strategies were approached from the resource-based view (RBV) that emphasises internal firm factors as sources of competitive advantage and long-term success. As strategic choices, differentiation was specifically considered. The main objective was to explain the relationships between resources, competitive advantage and firm success. To understand the ambiguous nature of the resources in the small-scale food production context, the study introduced a distinction between strategic resources and basic resources and the strategic relationship between them. The empirical part of the study was based on quantitative analyses of the survey data collected from 238 small (less than 20 persons), food-processing firms in rural Finland. The sample firms represented different branches of the food industry and 39% of them operated in connection with a farm. The linkage between resources, competitive advantage and firm success was investigated by means of cluster analysis, mean comparisons and LISREL modelling. The results demonstrated that there are some typical features relating to small-scale food production in Finland. The results also revealed that small-scale, rural food processing firms do not constitute a homogenous group of their own, but that different strategies among small firms can be identified as well. The analyses proved that a linkage between resources, competitive advantage and firm success can be identified, which is consistent with resource-based logic. However, according to the findings, following a particular strategy does not automatically ensure that a firm will achieve success. The analysis also showed that strategic resources and basic resources are strongly interlinked and that the relationship between basic resources and success was, however, considerably stronger than the link between strategic resources and success. The study concludes that resource deployment in terms of both strategic resources and basic resources should be balanced in order for a small food-processing firm to have the opportunity to establish a relatively favourable position in the market. Based on the results, theoretical, methodological and managerial implications are suggested and ideas for the further research are provided.;

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Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

Section: Strategic Resourcesmentioning

confidence: 99%

See 2 more Smart Citations

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

Forsman¹

2004

AFSci

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“…En este caso, los recursos y a su vez la ventaja que la empresa obtiene se relaciona con aquellos que sirven a las agroindustrias para hacer frente a un mercado alimentario altamente concentrado, con un consumidor cada vez más exigente y una vida de producto cada vez más corta. Los recursos superiores que permiten un fuerte posicionamiento de las agroindustrias, en un mercado donde las empresas evitan competir vía precio, se basan en la innovación del proceso y producto (Hyvönen y Kola, 1998;Rama, 1998;Castrillon, 2000), la reputación de marca y empresa, los recursos humanos, etc. En este estudio se han considerando ciertos indicadores apropiados para conformar el conjunto de los Recursos Potenciales (RP) de las agroindustrias.…”

Section: Ventajas Empresariales Individualesunclassified

La relación entre ventajas competitivas y resultados empresariales en la industria agroalimentaria aragonesa

Mamaqi

González

Albisu

2011

EARN

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RESUMEN:Este trabajo investiga la relación entre las ventajas competitivas y resultados empresariales en el marco de la industria agroalimentaria (IAA) en Aragón (España). Se propone un modelo de ecuaciones estructurales cuyas relaciones se construyen teniendo en cuenta la literatura existente sobre el tema tanto en su vertiente teórica como empírica. Sobre una muestra de 194 empresas agroalimentarias aragonesas y un total de 19 indicadores, seleccionados para inferir las ventajas competitivas empresariales, se ha utilizado la técnica de Partial Least Squares (PLS) para contrastar las relaciones estructurales. La importancia de las actividades de innovación, introducción de nuevos productos y relaciones con los proveedores sobresalen sobre otros tipos de actividades y confirman cuatro de las siete hipótesis enunciadas. PALABRAS CLAVE: Industria agroalimentaria (IAA), Aragón, ventajas competitivas, Modelo de Ecuaciones Estructurales (MEE).Clasificación JEL: C31, C51, L66, R10. The relationship between competitive advantage and firms resultsin the Aragon food industry SUMMARY: This paper examines relationships among competitive advantages and managerial results of the food-processing industry (IAA) in Aragon (Spain). A structural equations model has been proposed based of an extensive literature review including both theoretical and empirical contributions. A sample of 194 food-processing industries and 19 indicators was selected to infer the competitive managerial advantages. Partial Least Squares (PLS) technique has been used to test the structural relationships. Innovation activities, introduction of new products and relationships with suppliers are the most important activities, among others, confirming four of the seven proposed hypotheses.

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Ariyawardana

2003

Asia Pacific Journal of Management

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The Finnish food industry facing European integration: Strategies and policies

Cited by 7 publications

References 0 publications

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

La relación entre ventajas competitivas y resultados empresariales en la industria agroalimentaria aragonesa

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