Influence of Porter’s diamond firm strategy, structure and rivalry construct on Pakistan automotive sector
DOI:
https://doi.org/10.20525/ijrbs.v12i7.2905Keywords:
Firm strategy, Structure and Rivalry, National Competitive Advantage, Performance, Porter’s DiamondAbstract
The overriding purpose of the study was to ascertain through empirical research whether Porter’s diamond firm strategy, structure and rivalry construct influence the key automotive industry of Pakistan. The Researchers applied positivism research philosophy to help generalize the research study outcomes. Descriptive analytics was deployed to help determine the significance, direction and magnitude of the study. Primary data was obtained from senior managers working in the industry by applying a structured questionnaire for subsequent analysis. While soliciting data, an 85.6% response rate was documented. Statistical techniques were applied which included parametric and nonparametric to arrive at objectively based results to draw safe conclusions. The research findings have created significant value for practitioners in the auto industry as well as the decision-makers at the helm of policy formulation. Pragmatic inferences to be drawn from the research findings include improving the performance of the automotive sector by internalizing Porter’s diamond construct firm strategy, structure, and rivalry. Results in other industries may be tested with future research to help establish generalizability in the area.
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