Authors: Vinod R. Kantharia
Abstract: Blue Ocean Strategy (BOS) is known as a means of differentiating a firm from its competitors and enhancing its performance level. However, the success of BOS is usually concise, as a result, there is a very significant difference between the creation of uncontested markets and their maintenance over the long term. This investigation penetrates the issue of sustainability. Based on the thematic analysis of the literature, the study discovers two main themes such as the direct impact of BOS on the attainment of a competitive advantage and the indirect influence on organizational performance improvement. In spite of this, the analysis also indicates that these achievements are confronted by the "purple ocean", a transition period of imitation and market change, thus constituting the biggest sustainability issue. The article proposes that passage through this phase can be achieved through the creation of dynamic capabilities, thus utilizing such technology as Industry 4.0 and still abiding by a customer-centric approach, without any relaxation. The current investigation is not focused on the momentary blue ocean creation but rather on the continuous strategic discipline that is needed to retain them and thus it offers a framework for sustaining competitive advantage over time. The limitations of the study are represented by its reliance on secondary data only.
DOI: https://doi.org/10.5281/zenodo.20444977
