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Pure Versus Hybrid Competitive Strategy: Evidence from Tunisian Manufacturing Industries
Author(s) -
Asma Zgarni,
Lamia Gharbi
Publication year - 2021
Publication title -
asian social science
Language(s) - English
Resource type - Journals
eISSN - 1911-2025
pISSN - 1911-2017
DOI - 10.5539/ass.v17n7p1
Subject(s) - industrial organization , competition (biology) , competitive advantage , business , sample (material) , face (sociological concept) , manufacturing , marketing , ecology , social science , chemistry , chromatography , sociology , biology
This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.

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