certain questions regarding firm’s perceptions of the
bases of their competitive
edge. We then tested the performance of these firms in terms of sales per
employee and growth in sales, to ascertain which of these competitive strategies
were superior for producer service establishments (Lindahl and Beyers 1999). In
this paper we tried to be faithful to Porter’s definitions of competitive strategies,
but we also used discriminant analysis to demonstrate
that there were other viable
strategies being employed by producer services beyond those defined by Porter.
Each of these papers were driven primarily by methods or models developed
by others, and the primary goal was to provide evidence in a different environment
of their robustness.
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