Strategy Only Matters A Bit: The role of Strategy in the High Performance Organization
Ever since Porter’s book Competitive Strategy (1980), developing a generic strategy and then executing this strategy well has been seen as the main source of competitive advantage for organizations. However, since the publication of Porter’s book the business environment has changed dramatically, giving rise to the questions: How important is strategy nowadays for an organization to become and stay successful? and Are the generic strategies of Porter still valid? To find answers on these questions, research into the characteristics of high performance organizations (HPOs) was looked at. Based on the results of that research it was established that there was only one strategy characteristic of importance for establishing and maintaining an HPO. Strategy thus only matters a bit in the sense that just having a strategy is not enough to become a high performance organization. For this the strategy has to be unique, and this uniqueness cannot be achieved by choosing one of Porter’s generic strategies as having one such a generic strategy is no longer enough for the modern-day organization. Thus, the emphasis during the strategy development process should be on identifying the elements that make the organization stand-out from its competitors, and then on devising ways to exploit the unique traits of the organization in order to achieve sustainable competitive advantage.
|Date of creation:||Feb 2011|
|Date of revision:|
|Contact details of provider:|| Postal: |
Phone: +31 43 387 08 08
Fax: +31 43 387 08 00
Web page: http://research.msm.nl
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Bloom, Nicholas & Van Reenen, John, 2006.
"Measuring and Explaining Management Practices Across Firms and Countries,"
CEPR Discussion Papers
5581, C.E.P.R. Discussion Papers.
- Nicholas Bloom & John Van Reenen, 2007. "Measuring and Explaining Management Practices Across Firms and Countries," The Quarterly Journal of Economics, MIT Press, vol. 122(4), pages 1351-1408, November.
- Nick Bloom & John Van Reenen, 2006. "Measuring and Explaining Management Practices Across Firms and Countries," CEP Discussion Papers dp0716, Centre for Economic Performance, LSE.
- Nick Bloom & John Van Reenen, 2006. "Measuring and explaining management practices across firms and countries," LSE Research Online Documents on Economics 733, London School of Economics and Political Science, LSE Library.
- Nick Bloom & John Van Reenen, 2006. "Measuring and Explaining Management Practices Across Firms and Countries," NBER Working Papers 12216, National Bureau of Economic Research, Inc.
- André de Waal, 2011. "Characteristics of High Performance Organizations," Working Papers 2011/04, Maastricht School of Management.
- Nicholas Bloom & Christos Genakos & Raffaella Sadun & John Van Reenen, 2011.
"Management Practices Across Firms and Countries,"
CEP Discussion Papers
dp1109, Centre for Economic Performance, LSE.
- Christian Ketels, 2006. "Michael Porter’s Competitiveness Framework—Recent Learnings and New Research Priorities," Journal of Industry, Competition and Trade, Springer, vol. 6(2), pages 115-136, June.
- Ira C. Harris, 2000. "The Strategy/Structure Debate: An Examination of the Performance Implications," Journal of Management Studies, Wiley Blackwell, vol. 37(4), pages 587-604, 06.
When requesting a correction, please mention this item's handle: RePEc:msm:wpaper:2011/02. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Maud de By)
If references are entirely missing, you can add them using this form.