Strategic flexibility in product competition

Article Abstract:

The competitive environment surrounding several product markets has been significantly altered by the confluence of recently attainable resource and coordination flexibilities. This transformation has led to new types of product strategies, new organizational forms and a new dominant logic for competition in dynamic product markets. Sustainable competitive advantage can be attained by honing the firm's ability to regularly supply a product-development resource chain with strategically beneficial internal, relational and market resources, and to deploy different resources to exploit constantly changing product opportunities. Strategic flexibility depends on the constraints that faces a firm on the products it can produce and offer to markets. Firms with high strategic flexibility in a changing environment can diversify into a range of product markets or intensify product offerings within a product market.

Product development, Flexible manufacturing systems

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Rethinking research methods for the resource-based perspective: isolating sources of sustainable competitive advantage

Article Abstract:

The resource-based perspective on competitive advantage in strategic management research implies that sustained competitive advantage emerges from valuable, rent-generating, firm-specific resources and capabilities that are not easily imitated or replaced. However, large sample, multi-industry, single time-period samples that utilize secondary sources of data cannot effectively isolate the principal variables that may generate sustainable advantage. Traditional research methodologies thus cannot clearly reveal these sources of competitive advantage. This shortcoming can be transcended through a proposed general procedure for identifying sources of sustained competitive advantage. It involves a four-step research framework for this purpose.

Management Theory & Techniques, Management, Management research

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Redefining industry structure for the Information Age

Article Abstract:

Two strategic features of information, information separability and information specificity, are used to analyze industry structure for information-intensive industries and its effect on the competitive behavior of firms. Information separability refers to the extent to which resource information can be increased through its capture, manipulation, storage and transfer, while information specificity pertains to the extent to which information can be acquired and utilized only by individuals with the required specific knowledge. The parameters of competition, industry concentration, diversification and innovation for firms in the highly competitive Information Age are examined to redefine the nature of industry structure.

Information Systems & Theory, Research, Information management

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