Assessing generic strategies: an empirical investigation of two competing typologies in discrete manufacturing industries

Article Abstract:

M.E. Porter (1980) was the first researcher to present a set of three generic strategies and develop them into a verifiable typology. In 1988, H. Mintzberg articulated an alternative typology that involves six generic strategies that disputes Porter's concepts of cost leadership, differentiation and focus. To determine which of the two typologies better capture an existing competitive environment, a questionnaire was sent to managers of discrete-parts manufacturing companies, which are presently faced with the challenge of globalization and technological change. The survey focused on the intended strategies of the managers. Results showed that Mintzberg's typology is more suited to today's corporate environment. In terms of conceptual clarity and descriptive power, Porter's typology was found to be outperformed by Mintzberg's.

Models

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Strategic action generation: a comparison of emphasis placed on generic competitive methods by U.S. and Japanese managers

Article Abstract:

The similarities and differences between American and Japanese managers with respect to strategic action generation were investigated. The study examined the emphases and patterns that the two groups of executives attribute on several generic competitive techniques, including product quality, price, new product development, operating efficiency, customer service capabilities and a broad product range. Data for the study were obtained from a survey of 177 US executives and 125 Japanese managers. Findings revealed that the organizing principle behind the strategic planning of American managers is the desire to set the company apart from the competition. In contrast, the organizing principle driving Japanese strategic planning is the desire to establish a strong market position.

Japan, Corporations, Corporations, Japanese

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Generic manufacturing strategies: a conceptual synthesis

Article Abstract:

A framework is presented for developing 'generic manufacturing strategies' by combining 'generic' business unit strategies and 'generic' functional structures in manufacturing. Porter's generic strategy framework is connected to a complementary manufacturing structure framework that includes: product line complexity; process structure complexity; and organizational scope.

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