International Journal of Retail Distribution Management, 1990
... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author... more ... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author(s): Nitin Sanghavi. ... There is still much scope for development in all these areas in Japan. However, there are many factors to take into consideration before achieving success in these areas. ...
... able con sumer mar - kets, of fer ing high pro file op por tu ni ties to de velop re tail ing... more ... able con sumer mar - kets, of fer ing high pro file op por tu ni ties to de velop re tail ing, whole sal ing, dis tri - bu tion, manu fac tur ... In dian Ho tel chains like Taj, Oberoi and Ashok groups have made a break through into the world of note wor thy ho tels us ing the fran chise con ...
International Journal of Retail & Distribution Management, 1990
... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author... more ... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author(s): Nitin Sanghavi. ... There is still much scope for development in all these areas in Japan. However, there are many factors to take into consideration before achieving success in these areas. ...
International Journal of Retail & Distribution Management, 1991
A study of business history shows that all major changes in retailing are caused by changes in co... more A study of business history shows that all major changes in retailing are caused by changes in conditions external to individual businesses. In today's marketplace retailers compete within a diverse range of complex and constantly changing competitive environments. Retail ...
Hybrid strategy, which emerged as a contingency option to Porter’s (1980) generic strategies fram... more Hybrid strategy, which emerged as a contingency option to Porter’s (1980) generic strategies framework, defends that in a dynamic environment the simultaneous pursuit of “Low Cost” and “Differentiation” approaches is fundamental for the short-term performance and long-term survival of the firm. A vast amount of literature supports the benefits of adopting a mixed approach of strategy: several empirical studies have proved that a hybrid strategy establishes a firm’s performance superiority over the pure strategy choice.
However, the hybrid literature has concentrated all its focus on the performance linkage and to the debate of countering the pure strategy approach, but very little attention has been paid to the challenges that the mixed strategy implementation present. In fact, despite the rich empirical literature, it has still not been elucidated how firms that adopt a hybrid strategy may successfully integrate the inherent contradiction of the “Low Cost” and “Differentiation” approaches, escaping from the “Stuck in The Middle” outcome. Furthermore, the literature reveals that several types of hybrid implementations, which should correspond to different strategy-structure-environment paradigms, exist. In order to study the characteristics of these different types of hybrid strategies, we suggest a typology composed of four types of hybrid implementation, defined by two antecedents of the firm and two antecedents of the environment.
Additionally, we align and contrast the hybrid and ambidextrous approaches, which share many similarities. Despite the fact that they have been confounded in empirical studies, we concluded that hybridity and ambidexterity are distinct and complementary concepts: while hybrid strategy defines the value proposition of the firm (a composition of “Low Cost” and “Differentiation”), ambidexterity focus on how to deliver this value with efficiency (Exploitation) and how to renew it effectively (Exploration).
International Journal of Retail Distribution Management, 1990
... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author... more ... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author(s): Nitin Sanghavi. ... There is still much scope for development in all these areas in Japan. However, there are many factors to take into consideration before achieving success in these areas. ...
... able con sumer mar - kets, of fer ing high pro file op por tu ni ties to de velop re tail ing... more ... able con sumer mar - kets, of fer ing high pro file op por tu ni ties to de velop re tail ing, whole sal ing, dis tri - bu tion, manu fac tur ... In dian Ho tel chains like Taj, Oberoi and Ashok groups have made a break through into the world of note wor thy ho tels us ing the fran chise con ...
International Journal of Retail & Distribution Management, 1990
... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author... more ... Source: International Journal of Retail & Distribution Management, Vol. 18 Iss: 1. Author(s): Nitin Sanghavi. ... There is still much scope for development in all these areas in Japan. However, there are many factors to take into consideration before achieving success in these areas. ...
International Journal of Retail & Distribution Management, 1991
A study of business history shows that all major changes in retailing are caused by changes in co... more A study of business history shows that all major changes in retailing are caused by changes in conditions external to individual businesses. In today's marketplace retailers compete within a diverse range of complex and constantly changing competitive environments. Retail ...
Hybrid strategy, which emerged as a contingency option to Porter’s (1980) generic strategies fram... more Hybrid strategy, which emerged as a contingency option to Porter’s (1980) generic strategies framework, defends that in a dynamic environment the simultaneous pursuit of “Low Cost” and “Differentiation” approaches is fundamental for the short-term performance and long-term survival of the firm. A vast amount of literature supports the benefits of adopting a mixed approach of strategy: several empirical studies have proved that a hybrid strategy establishes a firm’s performance superiority over the pure strategy choice.
However, the hybrid literature has concentrated all its focus on the performance linkage and to the debate of countering the pure strategy approach, but very little attention has been paid to the challenges that the mixed strategy implementation present. In fact, despite the rich empirical literature, it has still not been elucidated how firms that adopt a hybrid strategy may successfully integrate the inherent contradiction of the “Low Cost” and “Differentiation” approaches, escaping from the “Stuck in The Middle” outcome. Furthermore, the literature reveals that several types of hybrid implementations, which should correspond to different strategy-structure-environment paradigms, exist. In order to study the characteristics of these different types of hybrid strategies, we suggest a typology composed of four types of hybrid implementation, defined by two antecedents of the firm and two antecedents of the environment.
Additionally, we align and contrast the hybrid and ambidextrous approaches, which share many similarities. Despite the fact that they have been confounded in empirical studies, we concluded that hybridity and ambidexterity are distinct and complementary concepts: while hybrid strategy defines the value proposition of the firm (a composition of “Low Cost” and “Differentiation”), ambidexterity focus on how to deliver this value with efficiency (Exploitation) and how to renew it effectively (Exploration).
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Papers by Nitin Sanghavi
However, the hybrid literature has concentrated all its focus on the performance linkage and to the debate of countering the pure strategy approach, but very little attention has been paid to the challenges that the mixed strategy implementation present. In fact, despite the rich empirical literature, it has still not been elucidated how firms that adopt a hybrid strategy may successfully integrate the inherent contradiction of the “Low Cost” and “Differentiation” approaches, escaping from the “Stuck in The Middle” outcome. Furthermore, the literature reveals that several types of hybrid implementations, which should correspond to different strategy-structure-environment paradigms, exist. In order to study the characteristics of these different types of hybrid strategies, we suggest a typology composed of four types of hybrid implementation, defined by two antecedents of the firm and two antecedents of the environment.
Additionally, we align and contrast the hybrid and ambidextrous approaches, which share many similarities. Despite the fact that they have been confounded in empirical studies, we concluded that hybridity and ambidexterity are distinct and complementary concepts: while hybrid strategy defines the value proposition of the firm (a composition of “Low Cost” and “Differentiation”), ambidexterity focus on how to deliver this value with efficiency (Exploitation) and how to renew it effectively (Exploration).
However, the hybrid literature has concentrated all its focus on the performance linkage and to the debate of countering the pure strategy approach, but very little attention has been paid to the challenges that the mixed strategy implementation present. In fact, despite the rich empirical literature, it has still not been elucidated how firms that adopt a hybrid strategy may successfully integrate the inherent contradiction of the “Low Cost” and “Differentiation” approaches, escaping from the “Stuck in The Middle” outcome. Furthermore, the literature reveals that several types of hybrid implementations, which should correspond to different strategy-structure-environment paradigms, exist. In order to study the characteristics of these different types of hybrid strategies, we suggest a typology composed of four types of hybrid implementation, defined by two antecedents of the firm and two antecedents of the environment.
Additionally, we align and contrast the hybrid and ambidextrous approaches, which share many similarities. Despite the fact that they have been confounded in empirical studies, we concluded that hybridity and ambidexterity are distinct and complementary concepts: while hybrid strategy defines the value proposition of the firm (a composition of “Low Cost” and “Differentiation”), ambidexterity focus on how to deliver this value with efficiency (Exploitation) and how to renew it effectively (Exploration).