Evolution of Competitive Advantage through Strategic Logics
AbstractThe process to choose strategic decisions depends on the environment uncertainty and internal factors. The balance between approaches to the strategic process varies from an outside-in (position logic, or opportunity logic) or an inside-out view (leverage logic) that has underlying different duration conceptions of competitive advantage. Changes at environment factors through dynamism or complexity generate different environment types, and these facts require different strategic logics according to Bingham and Eisenhardt model. This exploratory study is an insight through literature-based investigation and tries to explain, when the organization faces stable and moderate environments, the competitive advantage could be sustainable (SCA), and when the environment conditions turn to turbulent, the competitive advantage becomes temporary (TCA). These different environment typologies faced by companies have different consequences over competitive advantage. These circumstances may request distinct management systems and have a distinct impact over their long-term results.
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