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Strategic groupings as competitive benchmarks for formulating future competitive strategy: A modelling approach
dc.contributor.authorKumar, K. Ravien_US
dc.contributor.authorThomas, Howarden_US
dc.contributor.authorFiegenbaum, Avien_US
dc.date.accessioned2012-03-16T16:00:11Z
dc.date.available2012-03-16T16:00:11Z
dc.date.issued1990-05en_US
dc.identifier.citationKumar, K. Ravi; Thomas, Howard; Fiegenbaum, Avi (1990). "Strategic groupings as competitive benchmarks for formulating future competitive strategy: A modelling approach." Managerial and Decision Economics 11(2): 99-109. <http://hdl.handle.net/2027.42/90332>en_US
dc.identifier.issn0143-6570en_US
dc.identifier.issn1099-1468en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/90332
dc.description.abstractPrevious studies on strategic groups have examined issues such as the identification of strategic groups, the relationship between strategic groups structure and industry performance, and the movement of strategic groups over time. In contrast to previous studies, this paper uses the analytical concepts of game theory to explore the question of what strategic groups will exist in the future. These benchmark (future) strategic groups represent long‐run strategic positions available within an industry and thus reference points for firms in developing sustainable competitive strategies. The benchmark strategic groups are discussed and comments are offered to illustrate how firms can use the benchmark information to redirect their strategic positions in order to survive and remain competitive in the long run.en_US
dc.publisherJohn Wiley & Sons, Ltd.en_US
dc.titleStrategic groupings as competitive benchmarks for formulating future competitive strategy: A modelling approachen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumThe University of Michigan, Ann Arbor, MICH, USAen_US
dc.contributor.affiliationotherUniversity of Illinois at Urbana‐Champaign, Champaign, 1L, USAen_US
dc.contributor.affiliationotherUniversity of Southern California, Los Angeles, CA, USAen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/90332/1/4090110203_ftp.pdf
dc.identifier.doi10.1002/mde.4090110203en_US
dc.identifier.sourceManagerial and Decision Economicsen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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