PurposeThe purpose of this paper is to empirically investigate the relationship patterns between competitive advantage and superior performance.Design/methodology/approachThis study empirically investigates the aforementioned relationship patterns using a cross-sectional, self-administered survey methodology.FindingsThe results indicate that there are four relationship patterns between competitive advantage and superior performance. In addition, this study provides empirical evidence of the reasons, underpinning the relationship pattern of competitive advantage without superior performance as well as the relationship pattern of superior performance without competitive advantage.Research limitations/implicationsThis study contributes to our knowledge that competitive advantage is neither a necessary nor a sufficient condition for superior performance.Practical implicationsIn finding support that there can be cases of underperformance despite competitive advantage and superior performance despite the absence of competitive advantage, the study’s findings are useful to practicing managers involved in the strategic management process of their firms.Originality/valueThis study fills an important gap in the empirical research, by responding to the literature call to test the possible relationship patterns between competitive advantage and superior performance. In addition, this study formally introduces the relationship pattern of competitive advantage without superior performance, and the relationship pattern of superior performance without competitive advantage that until now were largely ignored by the existing literature in the field of strategic management.
Journal of Strategy and Management – Emerald Publishing
Published: Feb 19, 2018
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