The basic principles of competitive strategy: external and internal diagnosis

Nabyla Daidj ()
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Nabyla Daidj: IMT-BS - DSI - Département Systèmes d'Information - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - EESC-GEM Grenoble Ecole de Management - UEVE - Université d'Évry-Val-d'Essonne - TEM - Télécom Ecole de Management

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Abstract: Firms operate in a more and more complex, dynamic, less predictable environment. This situation requires following different approaches of strategic positioning and strategic planning and developing new patterns of strategic thinking. There are several strategic models and tools. Most of them have advantages and disadvantages. In spite of these limitations, these models must be examined. The purpose of this chapter is to conduct a strategic analysis (external and internal diagnoses). It familiarizes the reader with the forces that shape competition in a company's external environment and then analyzes internal strategic capabilities for identifying strategic sustainable competitive advantage.

Date: 2015
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Published in Information Resources Management Association. Business law and ethics: concepts, methodologies, tools, and applications, IGI Global, pp.693-718, 2015, 978-1-4666-8195-8. ⟨10.4018/978-1-4666-8195-8.ch036⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04122658

DOI: 10.4018/978-1-4666-8195-8.ch036

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