Pure Versus Hybrid Competitive Strategy: Evidence from Tunisian Manufacturing Industries

Asma Zgarni and Lamia Gharbi

Asian Social Science, 2021, vol. 17, issue 7, 1

Abstract: This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.

Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://ccsenet.org/journal/index.php/ass/article/download/0/0/45541/48406 (application/pdf)
https://ccsenet.org/journal/index.php/ass/article/view/0/45541 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ibn:assjnl:v:17:y:2021:i:7:p:1

Access Statistics for this article

More articles in Asian Social Science from Canadian Center of Science and Education Contact information at EDIRC.
Bibliographic data for series maintained by Canadian Center of Science and Education ().