{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:02:56Z","timestamp":1754157776086,"version":"3.41.2"},"reference-count":17,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2002,6,1]],"date-time":"2002-06-01T00:00:00Z","timestamp":1022889600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2002,6,1]]},"abstract":"<jats:p>The strategic orientation of Portuguese firms in the porcelain industry is examined empirically. In the process, the effective use of traditional generic strategies as opposed to emerging strategies is compared. Special attention is devoted to the utility of classical Porter\u2019s generic strategies in comparison to time\u2010based differentiation strategy. The study concludes that different variations of the classical differentiation strategy, which includes time\u2010based differentiation, appear to be more effective than cost leadership or mixed generic strategies.<\/jats:p>","DOI":"10.1108\/09555340210427076","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:54:43Z","timestamp":1027882483000},"page":"184-193","source":"Crossref","is-referenced-by-count":18,"title":["Time\u2010based differentiation \u2013 an old strategic hat or an effective strategic choice: an empirical investigation"],"prefix":"10.1108","volume":"14","author":[{"given":"Rui","family":"J\u00e1come","sequence":"first","affiliation":[]},{"given":"Jo\u00e3o","family":"Lisboa","sequence":"additional","affiliation":[]},{"given":"Mahmoud","family":"Yasin","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022032120480415400_B1","doi-asserted-by":"crossref","unstructured":"Dess, G.G. and Davis, P.S. (1984), \u201cPorter\u2019s (1980), generic strategies as determinants of strategic group membership and organizational performance\u201d, Academy of Management Journal, Vol. 27 No. 3, pp. 467\u201088.","DOI":"10.5465\/256040"},{"key":"key2022032120480415400_B2","doi-asserted-by":"crossref","unstructured":"Douglas, S.P. and Rhee, D.K. (1989), \u201cExamining generic competitive strategy types in US and European markets\u201d, Journal of International Business Studies, pp. 437\u201060.","DOI":"10.1057\/palgrave.jibs.8490855"},{"key":"key2022032120480415400_B3","doi-asserted-by":"crossref","unstructured":"Green, R.F., Lisboa, J. and Yasin, M.M. (1993), \u201cThe applicability of Porter\u2019s (1980) generic strategies to international markets: the case of Portugal\u201d, European Business Review, Vol. 93 No. 2.","DOI":"10.1108\/EUM0000000001911"},{"key":"key2022032120480415400_B4","doi-asserted-by":"crossref","unstructured":"Kim, L. and Lim, Y. 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(1996), \u201cThinking about quality and its links with strategic management\u201d, European Management, Vol. 14 No. 1, February, pp. 37\u201046pp.","DOI":"10.1016\/0263-2373(95)00045-3"},{"key":"key2022032120480415400_B9","unstructured":"Ra\u00ednha, N.P. (1996), \u201cCompetitive factors and competitive strategies in the sub\u2010sector of Portuguese woollen industry\u201d, master thesis, University of Beira Interior, Covilh\u00e3."},{"key":"key2022032120480415400_B10","unstructured":"Raposo, M.L.B. (1994), \u201cAnalysis of the internationalization of the activities of the companies: empirical evidence of the Portuguese textile industry\u201d, PhD thesis, University of Beira Interior, Covilh\u00e3."},{"key":"key2022032120480415400_B11","unstructured":"Reitspergar, W., Daniel, S., Tallman, S. and Chismar, W.G. 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