[ DYNAMIQUE DES STRATÉGIES CONCURRENTIELLES DES GRANDES FIRMES : LE CAS DU GROUPE CHIMIQUE TUNISIEN ]
Volume 27, Issue 4, November 2019, Pages 997–1007
Arem SAY1 and Karima DHAOUADI2
1 Département de Management, Institut Supérieur d’Administration des Entreprises, Université de Gafsa, Tunisia
2 Département de Management, Institut Supérieur d’Administration et de Comptabilité des Entreprises, Université de Manouba, Tunisia
Original language: French
Copyright © 2019 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The last decades have been marked by a high competitive intensity and a strong turbulence of the environment. Passive strategies that are based on the structuralist model are no longer reliable in a dynamic environment where it becomes difficult to maintain a sustainable competitive advantage. Hence, what models and strategic choices were adopted by companies as regards with these environmental changes? Through the study of the case of the Tunisian Chemical Group (GCT), our research aims to understand the strategic behavior of a large firm in a turbulent environment and in a sector with strong rivalry. Our research is based on the case study method which is the most frequently used in previous works dealing with the complex issues such as a competitive dynamics field. The primary finding argue the idea of polyvalent strategy inspired by the behavioral model which consists in alternating two logics often considered as antagonistic: market fit and strategic intent. We believe that firms tend, within the framework of a dual strategic flexibility, to combine contradictory competitive advantages and different strategic postures.
Author Keywords: Competitive Dynamic, Model of Porter, Market Fit Model, Strategic Intent Model, Large Firms.
Volume 27, Issue 4, November 2019, Pages 997–1007
Arem SAY1 and Karima DHAOUADI2
1 Département de Management, Institut Supérieur d’Administration des Entreprises, Université de Gafsa, Tunisia
2 Département de Management, Institut Supérieur d’Administration et de Comptabilité des Entreprises, Université de Manouba, Tunisia
Original language: French
Copyright © 2019 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The last decades have been marked by a high competitive intensity and a strong turbulence of the environment. Passive strategies that are based on the structuralist model are no longer reliable in a dynamic environment where it becomes difficult to maintain a sustainable competitive advantage. Hence, what models and strategic choices were adopted by companies as regards with these environmental changes? Through the study of the case of the Tunisian Chemical Group (GCT), our research aims to understand the strategic behavior of a large firm in a turbulent environment and in a sector with strong rivalry. Our research is based on the case study method which is the most frequently used in previous works dealing with the complex issues such as a competitive dynamics field. The primary finding argue the idea of polyvalent strategy inspired by the behavioral model which consists in alternating two logics often considered as antagonistic: market fit and strategic intent. We believe that firms tend, within the framework of a dual strategic flexibility, to combine contradictory competitive advantages and different strategic postures.
Author Keywords: Competitive Dynamic, Model of Porter, Market Fit Model, Strategic Intent Model, Large Firms.
Abstract: (french)
Ces dernières décennies ont été marquées par une forte intensité concurrentielle et une forte turbulence de l’environnement. Les stratégies passives qui se basent sur le modèle structuraliste ne sont plus valables dans un environnement concurrentiel dynamique où il devient difficile de préserver un avantage compétitif durable. Quels modèles et choix stratégiques ont été alors déployés par les entreprises à la lumière de ces nouvelles donnes environnementales ? A travers l’étude du cas du Groupe Chimique Tunisien (GCT), notre recherche a pour objectif d’expliquer les enjeux du comportement stratégique d’une firme leader dans un environnement en pleine mouvance et dans un secteur à forte rivalité multi marchés. Notre recherche est basée sur la méthode de l’étude de cas souvent privilégiée dans les travaux portant sur le phénomène complexe de la dynamique concurrentielle. Elle débouche principalement sur l’idée de la polyvalence stratégique inspirée du modèle comportemental qui consiste à alterner deux logiques souvent considérées comme antagonistes : l’adéquation au marché et l’intention stratégique. Nous estimons que les firmes ont tendance, dans le cadre d’une double flexibilité stratégique, de combiner des avantages concurrentiels contradictoires et des postures stratégiques différentes.
Author Keywords: Dynamique concurrentielle, Modèle de Porter, Modèle d’adéquation à l’environnement, Modèle d’intention stratégique, Grandes firmes.
How to Cite this Article
Arem SAY and Karima DHAOUADI, “DYNAMIC OF COMPETITIVE STRATEGIES FOR LARGE FIRMS : THE CASE OF THE TUNISIAN CHEMICAL GROUP,” International Journal of Innovation and Applied Studies, vol. 27, no. 4, pp. 997–1007, November 2019.
