Record Details
Pure versus hybrid competitive strategies in the forest sector: Performance implications
ScholarsArchive at Oregon State University
| Field | Value |
|---|---|
| Title | Pure versus hybrid competitive strategies in the forest sector: Performance implications |
| Names |
Hansen, Eric
(creator) Nybakk, Erlend (creator) Panwar, Rajat (creator) |
| Date Issued | 2015-05 (iso8601) |
| 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. |
| Genre | Article |
| Topic | Ambidexterity |
| Identifier | Hansen, E., Nybakk, E., & Panwar, R. (2015). Pure versus hybrid competitive strategies in the forest sector: Performance implications. Forest Policy and Economics, 54, 51-57. doi:10.1016/j.forpol.2015.02.001 |
