Competitive Advantage Theory: A Critical Review of Michael Porter’s Framework and Its Strategic Implications in Organizations

Uchenna Gospel Okafor, Sylvanus Ikechukwu Nwodo, Sunday C. Onyeokoro and Onwubiko N. Dike
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Uchenna Gospel Okafor: Postgraduate Student, Ulster University, Department of Global Business and Enterprise, Birmingham Campus, UK
Sylvanus Ikechukwu Nwodo: Department of Marketing, Rhema University Nigeria, Aba, Abia State, Nigeria
Sunday C. Onyeokoro: Department of Marketing, Abia State University, Uturu, Nigeria
Onwubiko N. Dike: Department of Marketing, Rhema University Nigeria, Aba, Abia State, Nigeria

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Abstract: Competitive advantage remains one of the most influential constructs in strategic management literature. It is not surprising, therefore, that competition is important because of its effect on a company's marketing performance, Increased competition could lead to reduced market shares and a decline in sales and profits and as such, marketers tackle competitors seriously and firmly by sometimes engaging in below-the-belt (sharp) marketing practices, This paper presents a critical review of the competitive advantage theory developed by Michael Porter, particularly as articulated in Competitive Strategy and Competitive Advantage. The study examines Porter's Generic Strategies, Value Chain Framework, and Five Forces Model, highlighting their theoretical foundations, practical implications, and relevance in contemporary business environments. The paper further evaluates the sustainability of competitive advantage and discusses criticisms of Porter's framework, especially in dynamic and digital economies. The review concludes that while the theory has limitations, it remains foundational for strategic positioning and performance analysis in both developed and emerging markets.

Keywords: Sustainability; Strategic positioning; Five forces; Value chain; Generic strategies; Competitive advantage (search for similar items in EconPapers)
Date: 2026-04-29
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Published in European Journal of Innovative Studies and Sustainability, 2026, 2 (3), pp.1-12. ⟨10.59324/ejiss.2026.2(3).01⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05698554

DOI: 10.59324/ejiss.2026.2(3).01

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