Does differentiation strategy model matter? Designation of organizational performance using differentiation strategy instruments – an empirical analysis
Abstract
Considering pursuing the differentiation strategy makes enable the organization to earn its success and to create, capture and sustain economic value. Despite this importance, it is relatively absentminded in empirical studies at the conceptual level. In response to this gap, the purpose of this paper is conceptualizing differentiation strategy model, developing the instruments of differentiation strategy, and testing the relationship between dimensions of the value chain, differentiation in the supply, competitive advantages, and organizational performance, using data from a sample of 123 manufacturing organizations. On this study, quantitative methods were applied to measure the proposed relationships, and questionnaires were used as a tool in gathering primary data. Relationships proposed in the framework were tested using structural equation modeling. The results of this study indicated that pursuing the differentiation strategy leads on increasing competitive advantage and improving organizational performance. Also, it pointed out that the manufacture organizations’ success is determined by their ability to be flexible on strategic planning and on integrating internal and industrial settings factors on differentiation strategy creating. This research contributes to strategic literature clarifying a successful differentiation model helping the practitioners on increasing the ability and knowledge on pursuing the differentiation strategy.
Keyword : differentiation strategy, business model, distinctive value chain, competitive advantage, organizational performance
How to Cite
Islami, X., Topuzovska Latkovikj, M., Drakulevski, L., & Borota Popovska, M. (2020). Does differentiation strategy model matter? Designation of organizational performance using differentiation strategy instruments – an empirical analysis. Business: Theory and Practice, 21(1), 158-177. https://doi.org/10.3846/btp.2020.11648
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Banker, D. R., Mashruwala, R., & Tripathy, A. (2014). Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy? Management Decision, 52(5), 872–896. https://doi.org/10.1108/MD-05-2013-0282
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Barney, J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes. The Academy of Management Review, 26(1), 41–56. https://doi.org/10.2307/259393
Barney, J. B., & Hesterly, W. S. (2012). Strategic management and competitive advantage (4th ed.). Upper Saddle River, NJ: Pearson Education Inc.
Berman, S. L., Wicks, A. C., Kotha, S., & Jones, T. M. (1999). Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Academy of Management Journal, 42(5), 488–506. https://doi.org/10.5465/256972
Bontis, N., Chua Chong Keow, W., & Richardson, S. (2000). Intellectual capital and business performance in Malaysian industries. Journal of Intellectual Capital, 1(1), 85–100. https://doi.org/10.1108/14691930010324188
Bowen, D. E., & Schneider, B. (1988). Services marketing and management-implications for organizational-behavior. Research in organizational behavior, 10, 43–80. Greenwich, CT: JAI Press.
Bowman, C., & Ambrosini, V. (2007). Firm value creation and levels of strategy. Management Decision, 45(3), 360–371. https://doi.org/10.1108/00251740710745007
Bridoux, F. (2004). A resource-based approach to performance and competition: an overview of the connections between resources and competition. Luvain, Belgium Institut et de Gestion, Universite Catholique de Louvain, 2(1), 1–21.
Budzinski, O., & Kuchinke, B. A. (2018). The modern industrial organization theory of media markets and competition policy implications. Ilmenau Economics Discussion Papers, (115), 1–37.
Choon Tan, K., Lyman, S. B., & Wisner, J. D. (2002). Supply chain management: a strategic perspective. International Journal of Operations & Production Management, 22(6), 614–631. https://doi.org/10.1108/01443570210427659
Churchill, G. A. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16(1), 64–73. https://doi.org/10.2307/3150876
Collins, J. D., Worthington, W. J., Reyes, P. M., & Romero, M. (2010). Knowledge management, supply chain technologies, and firm performance. Management Research Review, 33(10), 947–960. https://doi.org/10.1108/01409171011083969
David, F. R., & David, F. R. (2017). Strategic management: concepts and cases: A competitive advantage approach. Pearson education Limited. Edinburgh gate, Harlow, England.
De Jong, J. P. J., & Marsili, O. (2006). The fruit flies of innovations: A taxonomy of innovative small firms. Research Policy, 35(2), 213–229. https://doi.org/10.1016/j.respol.2005.09.007
Donnellan, J., & Rutledge, W. L. (2019). A case for resource‐based view and competitive advantage in banking. Managerial and Decision Economics, 40(6), 728–737. https://doi.org/10.1002/mde.3041
Forker, L. B., Ruch, W. A., & Hershauer, J. C. (1999). Examining supplier improvement efforts from both sides. The Journal of Supply Chain Management, 35(2), 40–50. https://doi.org/10.1111/j.1745-493X.1999.tb00061.x
Foss, N. J. (1996). Research in strategy, economics, and Michael Porter. Journal of Management Studies, 33(1), 1–24. https://doi.org/10.1111/j.1467-6486.1996.tb00796.x
Glaser, B. (1978). Theoretical sensitivity: advances in the methodology of grounded theory. Sociology Press, California.
Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114–135. https://doi.org/10.2307/41166664
Hair, J. F., Anderson, R. E., Babin, B. J., & Black, W. C. (2010). Multivariate data analysis: A global perspective (Vol. 7). Pearson Upper Saddle River.
Hedman, J., & Kalling, T. (2003). The business model concept: theoretical underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 49–59. https://doi.org/10.1057/palgrave.ejis.3000446
Islami, X., Islami, V., Topuzovska Latkovikj, M., & Mulloli, E. (2019). Barriers hindering the entry of new firms to the competitive market and profitability of incumbents. Management – Journal of Contemporary Management Issues, 24(2), 121–143. https://doi.org/10.30924/mjcmi.24.2.9
Islami, X., Mulolli, E., & Mustafa, N. (2018). Using management by objectives as a performance appraisal tool for employee satisfaction. Future Business Journal, 4(1), 94–108. https://doi.org/10.1016/j.fbj.2018.01.001
Islami, X., Mustafa, N., & Topuzovska Latkovikj, M. (2020). Linking Porter’s generic strategies to firm performance. Future Business Journal, 6(1), 3. https://doi.org/10.1186/s43093-020-0009-1
Islami, Xh., & Mulolli, E. (2016). Drejtimi i politikave qeveritare në mbështetjen e NVM-ve në Kosovë. Reforma, 3, 163–170.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57–68.
Katz, M. L. (2019). Multisided platforms, big data, and a little antitrust policy. Review of Industrial Organization, 54(4), 695–716. https://doi.org/10.1007/s11151-019-09683-9
Kessler, E. H., & Chakrabarti, A. K. (1996). Innovation speed: a conceptual model of context, antecedents, and outcomes. Academy of Management Review, 21(4), 1143–1191. https://doi.org/10.5465/amr.1996.9704071866
Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: from theory to practice. California Management Review, 47(3), 105–121. https://doi.org/10.2307/41166308
Krause, D. R., Scannell, T. V., & Calantone, R. J. (2000). A structural analysis of the effectiveness of buying firms’ strategies to improve supplier performance. Decision Sciences, 31(1), 33–55. https://doi.org/10.1111/j.1540-5915.2000.tb00923.x
Laforet, S., & Tann, J. (2006). Innovative characteristics of small manufacturing firms. Journal of Small Business and Enterprise Development, 13(3), 363–380. https://doi.org/10.1108/14626000610680253
Lapersonne, A. H. (2017). The hybrid competitive strategy framework: a managerial theory for combining differentiation and low-cost strategic approaches based on a case study of a European textile manufacturer (Doctoral dissertation). The University of Manchester, United Kingdom.
Lee, J. N., & Kim, Y. G. (1999). Effect of partnership quality on IS outsourcing success: conceptual framework and empirical validation. Journal of Management Information Systems, 15(4), 29–61. https://doi.org/10.1080/07421222.1999.11518221
Li, S., Rao, S., Ragu-Nathan, T. S., Ragu-Nathan, B. (2002, November 23–26). An empirical investigation of supply chain management practices. Proceedings of the 33rd annual meeting of the decision science institute. San Diego, CA.
Li, S., Ragu-Nathan, B., Ragu-Nathan, T. S., & Subba Rao, S. (2006). The impact of supply chain management practices on competitive advantage and organizational performance. Omega, 34(2), 107–124. https://doi.org/10.1016/j.omega.2004.08.002
Lind, D. A., Marchal, W. G., & Mason, R. D. (2002). Statistical techniques in business & economics (11th ed.). McGraw-Hill Irwin.
Lioukas, C. S., Reuer, J. J., & Zollo, M. (2016). Effects of information technology capabilities on strategic alliances: implications for the resource-based view. Journal of Management Studies, 53(2), 161–183. https://doi.org/10.1111/joms.12179
Madhani, P. M. (2010). Resource based view (RBV) of competitive advantage: an overview. Resource Based View: Concepts And Practices (pp. 3–22). SSRN.
Magretta, J. (2011). Understanding Michael Porter: The essential guide to competition and strategy. Harvard business press. US.
Matthews, B., & Ross, L. (2010). Research methods: A practical guide for the social sciences. Pearson Education Limited, England.
Murray, A. I. (1988). A contingency view of Porter’s “generic strategies”. Academy of Management Review, 13(3), 390–400. https://doi.org/10.5465/amr.1988.4306951
Neffke, F., & Henning, M. (2013). Skill relatedness and firm diversification. Strategic Management Journal, 34(3), 297–316. https://doi.org/10.1002/smj.2014
Newbert, S. L. (2008). Value, rareness, competitive advantage, and performance: a conceptual-level empirical investigation of the resource-based view of the firm. Strategic Management Journal, 29(7), 745–768. https://doi.org/10.1002/smj.686
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill, US.
Porter, M. E. (1980). Competitive strategy-techniques for analysis industries and competitors. New York: Free Press.
Porter, M. E. (1985). Competitive advantage creating and sustaining superior performance. Free Press, New York.
Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(S2), 95–117. https://doi.org/10.1002/smj.4250121008
Porter, M. E. (1992). Capital disadvantage: America’s failing capital investment system. Harvard Business Review, 70(5), 65–82.
Porter, M. E. (1996). What is strategy? Harvard Business Review. Published November – December, US.
Ramsay, J. (2001). The resource based perspective, rents, and purchasing’s contribution to sustainable competitive advantage. Journal of Supply Chain Management, 37(2), 38–47. https://doi.org/10.1111/j.1745-493X.2001.tb00104.x
Rondeau, P. J., Vonderembse, M. A., & Ragu-Nathan, T. (2000). Exploring work system practices for time-based manufacturers: their impact on competitive capabilities. Journal of Operations Management, 18(5), 509–529. https://doi.org/10.1016/S0272-6963(00)00037-1
Rothaermel, F. T. (2017). Strategic management. New York, NY: McGraw-Hill Education.
Shin, H., Collier, D. A., & Wilson, D. D. (2000). Supply management orientation and supplier/buyer performance. Journal of Operations Management, 18(3), 317–333. https://doi.org/10.1016/S0272-6963(99)00031-5
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292. https://doi.org/10.5465/amr.2007.23466005
Spanos, Y. E., & Lioukas, S. (2001). An examination into the causal logic of rent generation: contrasting Porter’s competitive strategy framework and the resource‐based perspective. Strategic Management Journal, 22(10), 907–934. https://doi.org/10.1002/smj.174
Stock, G. N., Greis, N. P., & Kasarda, J. D. (2000). Enterprise logistics and supply chain structure: the role of fit. Journal of Operations Management, 18(5), 531–547. https://doi.org/10.1016/S0272-6963(00)00035-8
Szirmai, A., & Verspagen, B. (2015). Manufacturing and economic growth in developing countries, 1950–2005. Structural Change and Economic Dynamics, 34, 46–59. https://doi.org/10.1016/j.strueco.2015.06.002
Tracey, M., Vonderembse, M. A., & Lim, J.-S. (1999). Manufacturing technology and strategy formulation: keys to enhancing competitiveness and improving performance. Journal of Operations Management, 17(4), 411–428. https://doi.org/10.1016/S0272-6963(98)00045-X
Vickery, S. nee, Calantone, R., & Droge, C. (1999). Supply chain flexibility: an empirical study. The Journal of Supply Chain Management, 35(3), 16–24. https://doi.org/10.1111/j.1745-493X.1999.tb00058.x
Vonderembse, M. A., & Tracey, M. (1999). The impact of supplier selection criteria and supplier involvement on manufacturing performance. The Journal of Supply Chain Management, 35(3), 33–39. https://doi.org/10.1111/j.1745-493X.1999.tb00060.x
Vonderembse, M. A., Raghunathan, T. S., & Subba Rao, S. (1997). A post-industrial paradigm: To integrate and automate manufacturing. International Journal of Production Research, 35(9), 2579–2600. https://doi.org/10.1080/002075497194679
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