Reframing the Combination Strategy Debate: Defining forms of combination

Abstract

Researchers have not yet reached a broad consensus on the nature of the business strategy‐performance relationship and, specifically, the efficacy of combining competitive strategies. This paper examines empirical and anecdotal evidence that supports the notion that combination strategies at the competitive level can lead to superior performance. Propositions that identify specific, effective strategy combinations are developed and tested. Results suggest that some combinations are effective, while others are not.