Industry, management capabilities and firms' competitiveness: An empirical contribution

Miguel Acosta Molina, Idaira Barrios del Pino and Alicia Correa Rodríguez
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Miguel Acosta Molina: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain, Postal: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain
Idaira Barrios del Pino: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain, Postal: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain
Alicia Correa Rodríguez: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain, Postal: Departamento de Economía Financiera y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Campus de Guajara, Camino La Hornera, s|n. La Laguna, Santa Cruz de Tenerife 38071, Spain

Managerial and Decision Economics, 2004, vol. 25, issue 5, pages 265-281

Abstract: The aim of this paper is to contribute to the knowledge of strategic factors that explain the competitive position reached by firms in their activity sector.

We have used a survey carried out in 1999 on 287 executives that belong to the service sector in the province of Santa Cruz de Tenerife. We have analysed the differential factors that distinguish the strategic performance of competitive vis-à-vis non-competitive firms, by jointly assessing the variables representative of the sector (five competitive forces defined by Porter) and variables of an internal feature. Finally, we have moved the level of analysis from the industry to the firm; specifically, we have focused on managerial capabilities due to the significant role played by managers in the strategic decision-making process.

The use of cluster analysis to classify firms depending on their degree of competitiveness and the application of the See5 induction algorithm of rules and decision trees to determine the differential factors that distinguish competitive from non-competitive firms, provide a methodological framework for the most significant contributions of this work. Copyright © 2004 John Wiley & Sons, Ltd.

Date: 2004
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