产业布匹局经济学(IO)

时间:2019-07-10 17:51 点击:

  Salim?ki’s members of the groups are using similar strategies and are protected by similar mobility barriers. The study is a qualitative multi-case study and the unit of analysis is a firm. The model combines the strategic (broad, holistic operationalisation of strategy) choices of a firm (potential) and the operative processes (realisation) with the business performance (result). The model also includes the 13 themes that were used in the company interviews. The analyzed companies were chosen so that most of the leading firms of each industry could be analyzed (strategic choice of the research objects). Altogether 13 firms are included. The empirical study had the following stages: Choice of the firms - qualitative theme-analysis guided by the Lahti’s Strategy-Performance –model Evaluation and grouping the companies by a group of experts (possible strategic groups) constructing the international success model of a Finnish design company Comparing the results to earlier studies Analysis of the suggested strategic groups and mobility barriers The dimensions found in the data described each of the 13 themes of the gathered data. Furthermore, each dimension was given the values that existed and the dimensions and values were defined (operationalised). Altogether about one hundred qualitative or quantitative values were identified in the data. The analyzed companies (13) were positioned by the expert group on a 3 x 3 matrix as shown in figure. Killstr?m’s dissertation aimed to contribute to the understanding of the strategy-performance differences of the firms within an industry. The theoretical framework is positioned to following the guidelines of Lahti and Salim?ki. Referring to the studies applying the Purdue-methodology, Killstr?m assumed that the strategy-performance-patterns depend on the scope of resource configurations, external effectiveness and the internal efficiency of the firm and finally, on the role of the entry, exit and mobility barriers. Besides