Sources of competitive advantages and business performance

Based on data from the European meat processing industry three sets of competitive sources on business performance are studied: Firm Specific Advantages (FSAs), Localizational Specific Advantages (LSAs) and Relation Specific Advantages (RSAs). The results indicate that the FSAs and the RSAs are the most important explanatory variables on business performance, however, with strong interaction effects between the two sets of variables. Given the findings, we call for further empirical validation of how the different sets of competitive advantages interact and reinforce each. A closer examination of the nature of the RSAs, ie resource accumulation and development through inter‐firm co‐operation is also needed.

[1]  F. Dwyer,et al.  Developing Buyer-Seller Relationships: , 1987 .

[2]  H. Håkansson,et al.  Developing relationships in business networks , 1995 .

[3]  Geoff Easton,et al.  Industrial Networks: A New View of Reality , 1992 .

[4]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[5]  C E Ehrlich,et al.  The challenge of the 1990s. , 1990, Gynecologic oncology.

[6]  Rolph E. Anderson,et al.  Multivariate Data Analysis with Readings , 1979 .

[7]  David L. Deeds,et al.  THE IMPORTANCE OF INDUSTRY STRUCTURE FOR THE DETERMINATION OF FIRM PROFITABILITY: A NEO-AUSTRIAN PERSPECTIVE , 1996 .

[8]  J. Dunning The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions , 1988 .

[9]  R. Rumelt How much does industry matter , 1991 .

[10]  M. Hitt,et al.  Corporate distinctive competence, strategy, industry and performance , 1985 .

[11]  J. Dunning The globalization of business , 1993 .

[12]  M. Porter The Competitive Advantage Of Nations , 1990 .

[13]  D. Jobber,et al.  Industrial Mail Surveys , 1998 .

[14]  C. Prahalad,et al.  The core competence of the corporation’, Harvard Business Review, Vol. pp. . , 1990 .

[15]  M. Forsgren Firms in networks : a new perspective on competitive power , 1995 .

[16]  F. Scherer,et al.  Industrial Market Structure and Economic Performance. , 1971 .

[17]  Margaret A. Peteraf The cornerstones of competitive advantage: A resource‐based view , 1993 .

[18]  Alfredo J. Mauri,et al.  Firm and industry effects within strategic management: an empirical examination , 1998 .

[19]  H. Håkansson,et al.  Dyadic Business Relationships within a Business Network Context , 1994 .

[20]  W. Hamilton,et al.  The Evolution of Cooperation , 1984 .

[21]  M. Porter Towards a dynamic theory of strategy , 1991 .

[22]  P. Schoemaker,et al.  Strategic assets and organizational rent , 1993 .

[23]  George S. Day,et al.  Assessing Advantage: A Framework for Diagnosing Competitive Superiority , 1988 .

[24]  John H. Dunning,et al.  The Globalization of Business : The Challenge of the 1990s , 1993 .

[25]  Sundar G. Bharadwaj,et al.  Sustainable competitive advantage in service industries: A conceptual model and research , 1993 .

[26]  David J. Collis,et al.  Competing on Resources: Strategy in the 1990s , 1999 .

[27]  Karel Cool,et al.  Asset stock accumulation and sustainability of competitive advantage , 1989 .

[28]  Yair Aharoni,et al.  IN SEARCH FOR THE UNIQUE: CAN FIRM-SPECIFIC ADVANTAGES BE EVALUATED? , 1993 .

[29]  D. Ford Understanding business markets : interaction, relationships and networks , 1997 .

[30]  B. Wernerfelt,et al.  DETERMINANTS OF FIRM PERFORMANCE: THE RELATIVE IMPORTANCE OF ECONOMIC AND ORGANIZATIONAL FACTORS , 1989 .

[31]  J. Barney Firm Resources and Sustained Competitive Advantage , 1991 .

[32]  Rita Gunther McGrath,et al.  Defining and developing competence: A strategic process paradigm , 1995 .