Global Journal of Commerce & Management Perspective
Open Access

ISSN: 2319–7285

Abstract

Influence of Strategic Competitiveness on the Performance of Organizations: An Examination of Theoretical Literature

Nyangweso Gaster

This paper examines the existing literature on strategic competitiveness in broad terms and how the related theoretical framework influence organizational performance. Achieving a competitive advantage position and enhancing firm performance relative to their competitors are the main objectives that business organizations should strive to attain. In order to compete and sustain successfully businesses must not only excel in their area but also persist in the long run. Achieving such a “sustainable competitive advantage” status is not an easy task without a proper strategy being outlined and put into practice by strategic managers. Competitive advantage is a result from and being associated with a long list of contributing factors. An in-depth analysis of four theories is made; the five forces model as postulated by Porter; the resource based view that gave credence to endogeneity; the Dynamic capabilities framework classify resources into seven assets that conjointly enable the firms to identify the need for change, to formulate a response and to implement appropriate measures contribute immensely to achieving and sustaining a competitive advantage; and the relational theory that expounds the need for collaboration amongst organizations. Strategic competitiveness is multi-dimensional and that a firm (Strategic management experts’) can attain it through several pathways and by use of a combination of diverse set of strategies

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