Relationship between generic strategies, competitive advantage and organizational performance: an empirical analysis

Abstract In recent years, there has been a growing intensity of competition in virtually all areas of business in both markets upstream for raw materials such as components, supplies, capital and technology and markets downstream for consumer goods and services. This paper examines the relationships among generic strategy, competitive advantage, and organizational performance. Firstly, the nature of generic strategies, competitive advantage, and organizational performance is examined. Secondly, the relationship between generic strategies and competitive advantage is analyzed. Finally, the implications of generic strategies, organizational performance, performance measures and competitive advantage are studied. This study focuses on: (i) the relationship of generic strategy and organisational performance in Australian manufacturing companies participating in the “Best Practice Program in Australia”, (ii) the relationship between generic strategies and competitive advantage, and (iii) the relationship among generic strategies, competitive advantage and organisational performance.

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