The telecommunication industry has witnessed great increase in the level of competition since its privatization in Nigeria. A lot of works has centered on strategies to make business perform, especially those operating in competitive environments.. But not much has been done in the area of generic business strategy and organizational competitiveness. This study was aimed at examining if generic business strategy can serve as a driver of organizational competitiveness. The survey research design was adopted. Primary source of data was used with questionnaire designed in five points likert-scale, ranging from strongly agree to strongly disagree. Cost leadership, product differentiation and focus strategy were the indicators measured by this study. Data was analyzed using frequency tables and simple percentage method. Formulated hypotheses were tested using the Karl Pearson Product Moment Correlation techniques. Cost leadership and organizational competitiveness were found to be positively correlated (at 0.718), the study discovered that product differentiation and organizational competitiveness has high positive relationship (at 0.922), the researcher found out that the relationship between focus strategy and organizational competitiveness is (at 0.80.7) probability value. It was recommended that mobile telecommunication services providers should continue to take a lead of cost in an industry to achieve leverage over competitors, since cost leadership influences organizational competitiveness. In addition, product differentiation among other generic business strategies should be adopted because competitive leverage of an organization over other competitors to a great extent depends on it. Lastly, focus strategy can help organizations to achieve competitive leverage over other organization in the same industry.
| Published in | Journal of Business and Economic Development (Volume 3, Issue 3) |
| DOI | 10.11648/j.jbed.20180303.14 |
| Page(s) | 86-96 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2018. Published by Science Publishing Group |
Generic, Cost Leadership, Differentiation, Focus, Strategy, Competitiveness
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APA Style
Onyeaghala Obioma Hyginus, Odiba Onyejeche Maria. (2018). Generic Business Strategy as Driver of Competitiveness in Organizations: A Study of Selected Mobile Telecommunication Companies in Lagos, Nigeria. Journal of Business and Economic Development, 3(3), 86-96. https://doi.org/10.11648/j.jbed.20180303.14
ACS Style
Onyeaghala Obioma Hyginus; Odiba Onyejeche Maria. Generic Business Strategy as Driver of Competitiveness in Organizations: A Study of Selected Mobile Telecommunication Companies in Lagos, Nigeria. J. Bus. Econ. Dev. 2018, 3(3), 86-96. doi: 10.11648/j.jbed.20180303.14
AMA Style
Onyeaghala Obioma Hyginus, Odiba Onyejeche Maria. Generic Business Strategy as Driver of Competitiveness in Organizations: A Study of Selected Mobile Telecommunication Companies in Lagos, Nigeria. J Bus Econ Dev. 2018;3(3):86-96. doi: 10.11648/j.jbed.20180303.14
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Download@article{10.11648/j.jbed.20180303.14,
author = {Onyeaghala Obioma Hyginus and Odiba Onyejeche Maria},
title = {Generic Business Strategy as Driver of Competitiveness in Organizations: A Study of Selected Mobile Telecommunication Companies in Lagos, Nigeria},
journal = {Journal of Business and Economic Development},
volume = {3},
number = {3},
pages = {86-96},
doi = {10.11648/j.jbed.20180303.14},
url = {https://doi.org/10.11648/j.jbed.20180303.14},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20180303.14},
abstract = {The telecommunication industry has witnessed great increase in the level of competition since its privatization in Nigeria. A lot of works has centered on strategies to make business perform, especially those operating in competitive environments.. But not much has been done in the area of generic business strategy and organizational competitiveness. This study was aimed at examining if generic business strategy can serve as a driver of organizational competitiveness. The survey research design was adopted. Primary source of data was used with questionnaire designed in five points likert-scale, ranging from strongly agree to strongly disagree. Cost leadership, product differentiation and focus strategy were the indicators measured by this study. Data was analyzed using frequency tables and simple percentage method. Formulated hypotheses were tested using the Karl Pearson Product Moment Correlation techniques. Cost leadership and organizational competitiveness were found to be positively correlated (at 0.718), the study discovered that product differentiation and organizational competitiveness has high positive relationship (at 0.922), the researcher found out that the relationship between focus strategy and organizational competitiveness is (at 0.80.7) probability value. It was recommended that mobile telecommunication services providers should continue to take a lead of cost in an industry to achieve leverage over competitors, since cost leadership influences organizational competitiveness. In addition, product differentiation among other generic business strategies should be adopted because competitive leverage of an organization over other competitors to a great extent depends on it. Lastly, focus strategy can help organizations to achieve competitive leverage over other organization in the same industry.},
year = {2018}
}
TY - JOUR T1 - Generic Business Strategy as Driver of Competitiveness in Organizations: A Study of Selected Mobile Telecommunication Companies in Lagos, Nigeria AU - Onyeaghala Obioma Hyginus AU - Odiba Onyejeche Maria Y1 - 2018/11/27 PY - 2018 N1 - https://doi.org/10.11648/j.jbed.20180303.14 DO - 10.11648/j.jbed.20180303.14 T2 - Journal of Business and Economic Development JF - Journal of Business and Economic Development JO - Journal of Business and Economic Development SP - 86 EP - 96 PB - Science Publishing Group SN - 2637-3874 UR - https://doi.org/10.11648/j.jbed.20180303.14 AB - The telecommunication industry has witnessed great increase in the level of competition since its privatization in Nigeria. A lot of works has centered on strategies to make business perform, especially those operating in competitive environments.. But not much has been done in the area of generic business strategy and organizational competitiveness. This study was aimed at examining if generic business strategy can serve as a driver of organizational competitiveness. The survey research design was adopted. Primary source of data was used with questionnaire designed in five points likert-scale, ranging from strongly agree to strongly disagree. Cost leadership, product differentiation and focus strategy were the indicators measured by this study. Data was analyzed using frequency tables and simple percentage method. Formulated hypotheses were tested using the Karl Pearson Product Moment Correlation techniques. Cost leadership and organizational competitiveness were found to be positively correlated (at 0.718), the study discovered that product differentiation and organizational competitiveness has high positive relationship (at 0.922), the researcher found out that the relationship between focus strategy and organizational competitiveness is (at 0.80.7) probability value. It was recommended that mobile telecommunication services providers should continue to take a lead of cost in an industry to achieve leverage over competitors, since cost leadership influences organizational competitiveness. In addition, product differentiation among other generic business strategies should be adopted because competitive leverage of an organization over other competitors to a great extent depends on it. Lastly, focus strategy can help organizations to achieve competitive leverage over other organization in the same industry. VL - 3 IS - 3 ER -
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