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dc.contributor.author Ngowi, A.B.
dc.contributor.author Iwisi, D.
dc.contributor.author Mushi, R.
dc.date.accessioned 2008-10-31T10:40:45Z
dc.date.available 2008-10-31T10:40:45Z
dc.date.issued 2002
dc.identifier.citation Ngowi, A.B. et al (2002) Competitive Strategy in a Context of Low Financial Resources, Building Research & Information, Vol. 30, Issue 3, pp. 205-211 en
dc.identifier.issn 1466 4321
dc.identifier.uri http://hdl.handle.net/10311/264
dc.description.abstract Traditionally, competitive advantage has been based upon large-scale production and accumulation of large quantities of physical and financial assets. Large financially capable firms, particularly Multi-national Corporations (MNCs) and large construction firms create competitive advantages and sustain them through the use of such defence mechanisms as entry barriers and other competition-impeding features of industry structure. Small firms in developing countries, especially in Africa can hardly mobilize financial resources to match the MNCs and the large construction firms, nor can they employ similar defence mechanisms due to their lack of global reach.Using the construction industry in Botswana, the paper reports on a pilot study that investigated the factors that are crucial to creating constantly changing competitive advantage in the context of low financial resources. It concludes by emphasizing that firms operating in low financial contexts should create dynamic competitive advantages instead of imitating the strategies used by large financially capable firms. en
dc.language.iso en en
dc.publisher Taylor and Francis Ltd. http://www.tandf.co.uk/journals/titles/09613218.asp en
dc.subject Competitive advantage en
dc.subject strategy en
dc.subject low financial context en
dc.subject Multi-national corporation en
dc.subject global reach en
dc.title Competitive Strategy in a Context of Low Financial Resources en
dc.type Article en


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