 Pure versus hybrid competitive strategies in the forest sector: Performance implicationsEric Hansen, Erlend Nybakk and Rajat Panwar Forest Policy and Economics, 2015, vol. 54, issue C, 51-57 Abstract: The extant forest sector strategy research rests on Porter's classic dictum that successful firms pursue a singular strategy. A growing research stream on organizational ambidexterity, however, challenges this traditional view and recommends the pursuit of hybrid strategies, a phenomenon that we note existing among forest sector firms. In this study, we set out to compare the financial performance of firms pursuing a singular or pure strategy and those pursuing hybrid strategies. We compare whether a differentiation, overall low cost, or hybrid strategy yields higher financial performance. We first deduce our study hypotheses and then test each using data from 441 US-based manufacturing firms drawn from multiple sub-sectors. We find no evidence that a hybrid strategy is a more effective choice towards enhanced firm performance than a singular strategy. We also find that firms pursuing a differentiation strategy are the highest performers while there is little difference in performance of firms pursuing other strategies. Keywords: Ambidexterity; Business strategy; Cost leadership; Differentiation; Financial performance (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:forpol:v:54:y:2015:i:c:p:51-57 DOI: 10.1016/j.forpol.2015.02.001 Access Statistics for this article Forest Policy and Economics is currently edited by M. Krott More articles in Forest Policy and Economics from Elsevier |
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