Influence of Strategic Aggressiveness Posture on Transient Competitive Advantage Adoption among Private Hospitals in Nairobi City County, Kenya
Keywords:
Strategic aggressiveness, Strategic posture, Transient Competitive advantageAbstract
Hyper dynamic business environment has rendered the pursuit of sustained competitive advantage untenable, hence the need to focus on transient competitive advantage which is a combination of various factors, which result in the ability of the firm to adapt swiftly to a fast-changing environment. This study’s’ purpose was to assess the influence of strategic aggressiveness posture on adoption of transient competitive advantage. The precise objective of the study entailed was to assess the influence of strategic aggressiveness posture on the adoption of transient competitive advantage by private multi-practice hospitals in Nairobi City County, Kenya. This study was guided by the dynamic capability theory of the firm and McGrath transient competitive advantage theory. The study adopted a descriptive correlational survey research design. The total target population was 400 hospital administrators from which a sample size of 200 respondents was selected using Stratified random sampling method. To enhance reliability and validity of study instruments, a pilot study was carried out whereby a reliability coefficient of 0.7 was considered acceptable. Both descriptive and inferential data analysis methods were used to analyze data. Analysis of data was done within acceptance margin of error of 0.95. Regression beta coefficients were used to examine influence of the independent variables on the dependent variable among private multi-practice hospitals in Nairobi city County in Kenya. The study found out that that strategic aggressiveness posture had a statistically significant influence on transient competitive advantage (β= 0.397(t=.000) and with model prediction of R square 0.292 significant at F=.000). The study concludes that strategic aggressiveness posture has a statistically significant influence on transient competitive advantage among private multi-practice hospitals in Nairobi city County in Kenya. Thus the study recommends the hospitals’ policy reviews to capture these areas for improvement: review policy to revamp competition analysis, increase market assertiveness and soldier towards best cost provision as well as adopt unpredictability in services differentiation.
References
Agaba M., Emenike K., & Olutayo O., (2018). Product Innovation, Price Level and Competitive Advantage: A Perception Assessment of Beer Product. JMDK journal, 6 (1)1-5.
Akbar G., Robert W., Larry H., Ferhat Z., Maziar R., Anthony H., Neeraj P., (2019). The Moderating Effect of Environmental Instability on the Hospital Strategy-Financial Performance Relationship. Journal of health care finance. Accessd online: http://healthfinancejournal.com/index.php/johcf/article/view/202
Ansoff H.I., Kipley D., Lewis A.O., Helm-Stevens R., Ansoff R. (2019). Strategic Diagnosis. In: Implanting Strategic Management. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-99599-1_6
Ansoff, H. I. (1984) Implanting Strategic Management. Englewood Cliffs, NJ: Prentice-Hall.
Botes M. & Pretorius M. (2020). Exploring Management Perceptions of Competitive Versus Transient Advantage. Journal of Contemporary Management, 17 (12020 ) 41-63.
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17 (1), 99-120.
Bordella, M.D & Liu, R., Ravarini, A., Wu, F Y, & Nigam, A. (2012). Sustained Competitive Advantage Using Business Entities (SCUBE): A Practical Approach for Business Agility, Springer Books.
Bosch, Z.J. & Rossouw, D., (2021) ‘Strategic positioning of a motorcycle manufacturer within the Fourth Industrial Revolution’, Acta Commercial - Independent Research Journal in the Management Science 21(1), 907.
Chang, CH., Chiao, YC. & Tsai, Y. (2017) Identifying competitive strategies to improve the performance of hospitals in a competitive environment. BMC Health Serv Res 17, 756
Creswell, J. W. (2018). Research Design: Qualitative, Quantitative and Mixed Methods Approaches (4th ed.). Thousand Oaks, CA: Sage.
Diab, S.M. (2014). Using the Competitive Dimensions to Achieve Competitive Advantage A Study on Jordanian Private Hospitals. International Journal of Academic Research in Business and Social Sciences 4, (1) 9.
Garg, V.K., Walters, B.A. and Priem, R.L. (2003), Chief executive scanning emphases, environmental dynamism, and manufacturing firm performance. Strat. Mgmt. J., 24: 725-744
Gilbert, M., Pullano, G., & Pinotti, F., Valdano E.,Polletto C., Boelle P., D’ortenzio. E., Yazdanpanah, Y., Eholie, S.P., Altmann, M., Gutierrez, B., Kraemer M.U. G & Colizza V. (2020). "Preparedness and vulnerability of African countries against importations of COVID-19: a modeling study," Lancet, 395(10227):871–877.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. New Jersey, NJ: John Wiley & Sons Inc.
Hite, L. M., & McDonald, K. S. (2020). Careers after COVID-19: challenges and changes. Human Resource Development International, 23(4), 427-437.
Hunt, S. D., & Madhavaram, S. (2020). Adaptive marketingcapabilities, dynamic capabilities, and renewal competences:The ‘‘outside versus inside’’ and ‘‘static versus dynamic’’controversies in strategy. Industrial Marketing Management,89, 129–139
Prahalad, C.K. & Hamel, G. (1994). Competing for the Future. Harvard Business School Press, Cambridge .
Hawkins, D., & Fryling, T. (2017). Redefining transformation. People and Strategy, 40(2), 46-51
Hoskisson, R.E., & Hitt, M. A., & Ireland, R. D. & Harrison, J. (2010). Competing for Advantage. Thomson Higher Education,U.S.A.
Kaharuddin, A., Handaru, A.W., Sardan, W. & Mohammed, H., (2017) ‘Transient competitive advantage readiness: findings from hotels, cafés, and fashion retails in Bandung, Indonesia’, Int. J. Business and Globalizations, 18, (3), 417–427.
Kang’e, M., Senaji, E.D.T.A. & Orero, D.R. (2020). Firm Characteristics and Performance of Private Health Insurance Sector in Kenya. Journal of Business and Strategic Management. 5, 1 (May 2020), 15–27.
Kinyanjui, B. M., & Ng'ang'a, S. W. (2018). Transient competitive advantage and firm performance in the Kenyan hotel industry. International Journal of Hospitality and Tourism Systems, 11(1), 1-8.
Kungu, G., Desta, I. & Ngui, T. (2014). An Assessment of the Effectiveness of Competitive Strategies by Commercial Banks: A Case of Equity Bank. International Journal of Education and Research, 2 (12), 333-346
Lindblom-ylänne, S., Lonka, K., & Leskinen, E. (2013). On the predictive value of entry-level skills for successful studying in medical school. Higher Education, 37(3), 239-258.
KMDB (2022). Kenya Medical and Dentist Board. Retrieved from: http://www.medicalboard.co.ke
Madhoka & Marques.(2014).Towards transient perspective on firm competitiveness.BusinessResearchQuarterly17(2):77-81.
Mahasneh, M. M., Alnahdi, S. A., & Bani Hani, J. S. (2020). Innovation in health services alignment with the competitive advantage achievement in private hospitals in Saudi Arabia: Strategic evidence. International Journal of Business and Social Science, 11(3), 58-68
Makau, J. M., Bwisa, H. M., & Nyamongo, E. M. (2019). Proactive Strategies and Transient Competitive Advantage in Selected Firms in Kenya. International Journal of Business and Management, 14(1), 1-9.
McGrath, R. G. (2013). "Transient Advantage." Harvard Business Review 91(6): 62-70.
McGrath, R. G. (2018). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. Harvard Business Review Press, Boston, MA.
Muchira, R. W., & Oloko, M. A. (2017). Influence of Transient Competitive Advantage on Sustainable Competitive Advantage in SMEs in Kenya. Journal of Business and Management, 19(6), 57-64.
Mugenda, O.M., & Mugenda, A.G. (2003). Research Methods: Quantitative and Qualitative Approaches (Revised Ed). Nairobi: African Centre for Technology Studies (ACTS)
Muneer, M. (2019). Knowledge Sharing is Key to Win in the Transient Advantage Era. NHRD Network Journal, 12(2), 87–96.
Muiruri, L. K., & Ngugi, K. (2018). The role of customer orientation in the adoption of transient competitive advantage by manufacturing firms in Kenya. Journal of Business and Retail Management Research, 12(3), 1-11. https://doi.org/10.24052/JBRMR/V12IS03/ART-01
Mutua P., (2020). Customer service strategy and competitive advantage of Gertrudes children’s hospital, Kenya. Thesis, University of Nairobi.
Mwoka, M. (2017). Kenyas struggling health system.IS Global Bercelona Institute of Global health .Retrieved 20th Jan 2023: https://www.isglobal.org/en/healthisglobal/-/custom-blog-portlet/kenya-s-struggling-health-system/5083982/8601
Naamati S.L. (2020). Strategic management as adaptation to changes in the ecosystems of public hospitals in Israel. Israel journal of health policy research, 9(1), 65.
Naatu, F. (2016). Brand Building for Competitive Advantage in the Ghanaian Jewelry Industry. International Review of Management and Marketing, 6(3), 551–558.
Netherlands Enterprise Agency.(2016).Annual Report.
Onyango, M. A., Bwisa, H. M., & Wanyoike, M. M. (2018). Technological Capability, Transient Competitive Advantage, and Firm Performance in the Manufacturing Sector in Kenya. Journal of Innovation and Entrepreneurship, 7(1), 1-11.
Onyango, G., & Ondiek, J. O. (2022). Open innovation during the COVID-19 pandemic policy responses in South Africa and Kenya. Politics & policy (Statesboro, Ga.), 10.1111/polp.12490.
Pfannstiel M., & Rasche C., (2017). Service Business Model Innovation in Healthcare and Hospital Management. Springer online, DOI:10.1007/978-3-319-46412-1
Pramudiana, Y., Rismayani, R., Firli, A., Rizky, T. Y. & Faiz A.S. (2017). Transient Competitive Advantages: A Case Study of Market Leader In Indonesian Telecommunication Industry. International Journal of Economics, Commerce, and Management United Kingdom, 5 (1), 305-318.
Saunders, M., Lewis, P.& Thornhill, A. (2016). Research Methods for Business Students. 7th Edition, Pearson, Harlow.
Schumpeter, J.A. (1934) The Theory of Economic Development: An Inquiry into Profits, Capital, Credits, Interest, and the Business Cycle. Transaction Publishers, Piscataway.
Teece, D.J., Pisano, G. & Shuen, A. (1997) Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.
Tsai, C.-T., & Wang, Y.-C. (2017). Experiential Value in Branding Food Tourism. Journal of Destination Marketing & Management, 6, 56-65
Wanyama K. W., E. Wechuli, S. N. Chembukha & K. N. Otiso. (2018) Establishing the effect of strategic management posture on the performance of the commercial banks in Nairobi Kenya. International Journal for Management Science and Technology, 4(9), 1.
Xu, Y., Nicolau, J. L., & Luo, P. (2022). Travelers’ reactions toward recommendations from neighboring rooms: Spillover effect on room bookings. Tourism Management, 88, 104427.Yamane, T. (1967). Statistics: An Introductory Analysis, 2nd Ed., New York: Harper and Row.
Zhang, J., Chen, Y., & Chen, L. (2020). Technological discontinuity and the duration of competitive advantage in the Chinese high-tech industry. Journal of Business Research, 113, 322-333.
Zikmund, W. G., Carr, J. C., Babin, B., & Griffin, M. (2013). Business Research Methods (8th ed.). Nelson Education.
Published
How to Cite
Issue
Section
Copyright (c) 2023 Veronicah Kaluyu, Lawrence Odollo
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
