Guest editorial: Reinterpreting competitive strategies in turbulent scenarios

Giuseppe Festa, Matteo Rossi, Demetris Vrontis
2022 Competitiveness Review: an international business journal  
The unpredictable evolution of the economic and business environment, also with reference to the recent COVID-19 pandemic, has continuously been forcing entrepreneurs, managers and professionals to deal with innovative paradigms, approaches and solutions to satisfy customers and differentiate themselves from their competitors (Vrontis and Christofi, 2019) . In this ferment, the impact of the technological system (with the Internet of Things, for example, Del Giudice, 2016) and the social system
more » ... (with consumerism, for example, Pedrini and Ferri, 2014) has been tremendous and long-standing, requiring, respectively, major focus on intangible assets (servitization through digitalization: Tronvoll et al., 2020) and sustainable assets (responsibility and commitment: Saeidi et al., 2015). Consequently, business strategies, ever more oriented to shared values (Porter and Kramer, 2019) , must take into huge consideration structures, behaviours, resources and knowledge emerging from the economic, human, and territorial milieu (Festa et al., 2020) . Traditional competitive strategies about strategic management (cost leadership, differentiation and focus, as per the well-known classification by Michael Porter) require continuous adaptations, interpretations and innovations for shedding light onto ever more complex economic scenarios, so to provide support for the organizations that are engaged at individual or aggregate level (Festa et al., 2017) in local, international and/or global business competition (Rossi et al., 2014) . The originality of studies adopting this perspective is assumed to rely on the capacity of providing examples, case studies, practices and models for reinterpreting, revising and innovating the theoretical and managerial framework about competitive strategies. In this vein, the main intention of this special issue is to become a point of reference for academics, scientists and practitioners as concerns the redefinition of the concepts and the applications of the business competitive strategies. Highlighting its research interest on analysing, planning, implementing and controlling the generation of sustainable competitive advantage (SCA) through innovation, this special issue has asked for research that would have been constructed as business oriented, theoretically solid and practically usable, involving scientific papers adopting qualitative and quantitative methodologies, with a strong focus on competitive strategies for building innovation, sustainability and long-range competition. The major themes in this respect are mainly related to strategic management and more specifically to competitive strategies for creating SCAs. The most investigated topics, among others, have regarded the definition and the conceptual framework of competitive strategies, competitive strategies and business outcomes, competitive strategies and territorial outcomes, the impact of territorial competitiveness on business competitiveness, the managerial good practices for creating SCAs, the strategic innovation and the financial performance, competitive strategies in international and global marketing, open innovation for competitive strategies, public-private partnerships for stimulating competitiveness and so on. More in details, the article by Hani El Chaarani, Demetris Vrontis, Sam El Nemar and Zouhour El Abiad ("The impact of strategic competitive innovation on the financial performance of SMEs during COVID-19 pandemic period") is about the combination of the Guest
doi:10.1108/cr-04-2022-172 fatcat:gwvj5l6lrndb3b7z6wq2qbpcdy