You are not currently logged in.
Access your personal account or get JSTOR access through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Differentiation versus Low Cost or Differentiation and Low Cost: A Contingency Framework
Charles W. L. Hill
The Academy of Management Review
Vol. 13, No. 3 (Jul., 1988), pp. 401-412
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/258088
Page Count: 12
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
In the policy literature there is an assumption that the generic business-level strategies of differentiation and overall cost leadership are generally inconsistent. Contrary to this view, this article presents a contingency framework in which differentiation can be a means for firms to establish an overall low-cost position and discusses that a combination of differentiation and low cost may be necessary for firms to establish a sustainable competitive advantage.
The Academy of Management Review © 1988 Academy of Management