Is your competitive strategy based on the efforts of copying, imitating or duplicating a company’s strategy or is it focused on the role of effective strategic actions on strategic outcomes and effective performances?
If competitive advantage fails, there will be a reduction in shareholders’ investments, values, and competitive success. We help organizations carefully coordinate and integrate the delicate balance between research theory and practice as it relates to strategy. This is the type of strategy formulation and implementation actions that could result to desired strategic outcomes. We integrate or combine the industrial organization model of above-average returns with the resource-based model of above-average returns to develop the most effective strategy.
Successful formulation and implementation leads to a profitable strategy.
We most frequently have examined the determinants of business and economic practices that will enable companies to successfully compete in the present century, which we identified as right strategy selection and effective implementation. Our research emphasizes on developing and implementing effective strategies and adapting a new mindset, which will ultimately improve competitive position and performance outcomes, and will enable a company to achieve competitiveness and earn above average returns. Continuous practices, strategic thinking, use of business management processes, and successful formulation and implementation of a profitable strategy are typically viewed by us as factors that will increase the earnings of above-average returns.
It is evident that integrating structure, leadership, and strategy or aligning, adopting, and using high-performance business and economic practices can enhance or lead to vastly superior performance.
The problem is how to demonstrate the connection between these practices in order to increase shareholder values, competitive advantage, and extraordinary or exceptional returns.
Our research is based on the premise that the combination, adoption, and implementation of overall business and economic practices can drive high-performance organizations.
In parallel to this argument, although some empirical evidence has suggested that a single practice could enhance organizational performance, which we do not believe.
Surprisingly little empirical research has specifically examined the extent to which multiple business and economic practices could enhance organizational performance.
Because there may be a noticeable impact of these practices, polices, and processes on organizational success, this success, we have, also tested both cross-sectionally and longitudinally.
A firm possessing better strategy and strategy execution is expected to be more effective when it adopts and implements excellent business and economic practices that are contingent with competitive successful strategy.
There is a relationship between substantial, continuous, and lasting effect of business and economic practices on the adoption and use of firms’ structure, leadership, and strategy, and corporate financial performance.
There is a relationship between business and economic practices, processes, and policies, design and control, motivation and culture management, strategic analysis and choice, and corporate financial performance.
There is a relationship between the appropriate measure or combination of best practices of good ideas, good employees, and good management and high performance organization.
Thus, with these analyses and discussions and drawing on the above rationale and relationship, it seems reasonable to suggest that these practices influence organizational failure, success, and financial performance.