Studies on Time-Lag Effect of Corporate Performance Influenced by Competitive Strategy

Hui LEI, Liping OUYANG

Abstract


Corporate performance has been analyzed by using quarterly economic data between 1st Quarter of 2003 and 1st Quarter of 2011 shown in the listing companies of the Chinese medical biologicals after implementing the formulated strategy. Studies show competitive strategy influenced corporate performance to some extent brings about time-lag effect and differentiation strategy influenced corporate performance related Duration of Lag inferior to that of Lowcost strategy; at the same time, competitive strategy has a long-term effect on corporate performance, with differentiation strategy influenced Duration of Lag in corporate performance which is more longer than that of Lowcost strategy. Finally, from test results we can also conclude that it is more difficult for implementing differentiation strategy than for Lowcost strategy, even bringing about highly risks and there is little possibility to succeed after being implemented.

Key words: Differentiation strategy; Lowcost strategy; Coporate performance; Time-Lag effect


Keywords


Differentiation strategy; Lowcost strategy; Coporate performance; Time-Lag effect

References


Dess, G. G., & Davis, P. S. (1984). Porter Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance. Academy of Management Review, 27(3), 467-488.

Hofer, C., & Schendel, D. (1978). Strategy Formulation: Analytical Concepts. West Group.

LIU, Ruizhi, & XU, Chaoyang (2008). Competitive Strategy, Corporate Performance and Sustainable Competitive Advantages-Empirical Data Is Derived from China’s Listing Companies. Research Management, 29(6), 36-43.

Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9), 934-948.

Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. The Free Press.




DOI: http://dx.doi.org/10.3968%2Fj.ccc.1923670020120806.ZRLO

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