hrcak mascot   Srce   HID

Prethodno priopćenje
https://doi.org/10.30924/mjcmi/2018.23.2.103

Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model

Vladimir Gnjidić   ORCID icon orcid.org/0000-0002-1397-9081 ; Metro Cash & Carry Croatia

Puni tekst: engleski, pdf (735 KB) str. 103-122 preuzimanja: 240* citiraj
APA 6th Edition
Gnjidić, V. (2018). Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model . Management, 23 (2), 103-122. https://doi.org/10.30924/mjcmi/2018.23.2.103
MLA 8th Edition
Gnjidić, Vladimir. "Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model ." Management, vol. 23, br. 2, 2018, str. 103-122. https://doi.org/10.30924/mjcmi/2018.23.2.103. Citirano 21.01.2020.
Chicago 17th Edition
Gnjidić, Vladimir. "Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model ." Management 23, br. 2 (2018): 103-122. https://doi.org/10.30924/mjcmi/2018.23.2.103
Harvard
Gnjidić, V. (2018). 'Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model ', Management, 23(2), str. 103-122. https://doi.org/10.30924/mjcmi/2018.23.2.103
Vancouver
Gnjidić V. Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model . Management [Internet]. 2018 [pristupljeno 21.01.2020.];23(2):103-122. https://doi.org/10.30924/mjcmi/2018.23.2.103
IEEE
V. Gnjidić, "Interdependence of company’s industrial competitive position and its strategic orientation: A dynamic theoretical model ", Management, vol.23, br. 2, str. 103-122, 2018. [Online]. https://doi.org/10.30924/mjcmi/2018.23.2.103

Sažetak
This paper offers a conceptual model for revealing dynamic interdependence between company’s competitive position using Porter’s analytical framework “five competitive forces” and its strategic orientation, as defined by Miles and Snow’s strategic typology of organizational behaviour. As both models have been criticized for its static nature not fitting contemporary market dynamism, the proposed reciprocity of interrelationship between industrial structure and company’s conduct in different time periods, provides a modern alternative for making strategic choices. The author suggests a theoretical correlation between company’s previous, current and anticipated competitive positions with its previous, current and planned type of strategic behaviour. Accordingly, dynamically consistent successful strategic types (prospector, analyst, and defender) should be connected to the above average dynamical competitive positions.
The proof of existence of such a correlation would indicate company’s consistent ability to successfully adapt to (consistently changing) industrial environment.

Ključne riječi
competitive position; strategic orientation; dynamic interdependence

Hrčak ID: 212851

URI
https://hrcak.srce.hr/212851

Posjeta: 400 *