Competitive Strategy: Techniques for Analyzing Industries & Competitors

By K. Shahzad, S. Bajwa, Shahid A. Zia. 2013

3,873 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/60d76509f5db33394cac30819b470785bdda1e95

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Citations in the corpus

Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, background): “For example, firms form their strategy after evaluating environmental conditions in respect to their expectations, general trends, past performance (Child, 1972), opportunity exploitation (Penrose, 1959) and the specific attributes of the industries that they address (Porter, 1980).”
Corporate environmental responsibility, employer reputation and employee commitment: an empirical study in developed and emerging economies (2014, background): “According to Porter (1980), a signal can be any action of a company that provides direct or indirect indication of its intentions, motives or internal goals.”
The influence of the external environment on the performance of publicly quoted companies in Kenya (2011, background): “A distinguishing characteristic of the strategic management discipline is the emphasis it places on the firm's competitive environment (e.g., Chandler, 1962; Child, 1972; D'Aveni, 1994; Porter, 1980).”
Why are some people more likely to become small-businesses owners than others: Entrepreneurship entry and industry-specific barriers (2014, background): “To compete head on with incumbent firms adopting a Porter (1980) cost leadership position and enjoying economies of scale, entrants need to amass sufficient fixed capital to avoid being placed at a cost disadvantage.”
Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action (2020, background): “In individualistic approaches to market driving, creating high entry barriers is a maxim of competitive savviness (Porter 1980; Santos and Eisenhardt 2009).”
Analyzing the Effect of Corporate Environmental Performance on Corporate Financial Performance in Developed and Developing Countries (2017, background): “However, the integration of environmental strategies into core business strategy allows firms to develop valuable, inimitable and non-substitutable organizational resources and capabilities [48], enabling firms which own them to create competitive advantage [49,50] by (1) improving the efficiency an”
Short- and Long-Term Performance Feedback and Absorptive Capacity (2015, background): “Thus, absorptive capacity requires that the organization acquire not only technology-related knowledge, but also business knowledge referring to its customers, suppliers, competitors, partners, and general industry information (Fiegenbaum, Hart, & Schendel, 1996; Porter, 1980).”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Our assessment of competitive strategy has its foundation in Porter's ( 1980 ) typology.”
Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “Because an organization’s strategic priorities represent the historical pattern in its stream of decisions (Mintzberg, 1978), over time, these priorities are more likely to be clarified resulting in a relatively stable strategy (Miles and Snow, 1978; Porter, 1980), where consensus is likely to pay d”
Investment in energy efficiency: do the characteristics of investments matter? (2012, background): “We 18 Indeed, most authors in the field agree on the following elements which are deducted from Porter’s principles of competitive strategy (Porter 1985, 1980): Strategy sets out the basic direction of the organization, by specifying the organization’s long-term activities and goals, according to…”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, background): “Fainsod (1940) suggested that an industry obtains favorable regulation through its capacity to mobilize three kinds of resources: financial (political campaign financing), human (the use of lobbyists and lawyers), and political (political coalition building).”
Toward a Behavioral Theory of Strategy (2012, methodology): “This usage is broader than its standard use in the positioning school of strategy (Porter 1980), which first conceived of positions in terms of generic strategies, as defined along the dimensions of differentiation, focus, and low cost.”
Assessing the Impact of Customer Concentration on Initial Public Offering and Balance Sheet–Based Outcomes (2017, background): “The industrial organization literature suggests that organizational ability to capture value is influenced by its bargaining strength (Porter 1980).”
Make it strategic! Financial investment logic is not enough (2011, methodology): “Some analytical tools have been proposed in this regard, most of them derived from strategic management: strategic cost management, value chain analysis, benchmarking, balance scorecard, SWOT (Strengths–Weaknesses–Opportunities–Threats), and the five forces of competition (Porter 1980).”
Patterns of strategies in Swiss higher education institutions (2011, background): “While Porter’s call to differentiate and carve out its own niche (Porter 1980, 1998) as a central function of strategies is relevant also for HEIs, one should not disregard the complexities of the notion of positioning in higher education.”
How Open Innovation Affects the Drivers of Competitive Advantage (2012, background): “…also have focused on experience-curve effects, capital requirements, customer switching-costs, access to distribution channels, property rights, and other cost advantages independent of scale as being sources of barriers to entry (e.g. Karakaya and Stahl, 1989; Lieberman, 1987; Porter, 1980).”