Does the conventional paradigm help to analyse the competitiveness of an industry?

Literature on strategic management has been recently criticised for not being able to explain the success of a number of companies. Within this context, this paper has two main objectives: first, to assess whether one of the most comprehensive strategy models, Porter’s diamond (1990) remains valuable to analyse the competitiveness of the Zimbabwean aquaculture industry; and second to produce recommendations to improve the competitiveness of the
Zimbabwean tilapia industry. This study uses an intensive research approach, by means of indepth personal interviews with stakeholders from the selected industry. The results of this study indicate that 26 years after its development, Porter’s diamond remains a valuable tool to analyse the competitiveness of the Zimbabwean aquaculture industry. Findings have revealed that the main strengths of the Zimbabwean tilapia industry are the availability of natural resources and labour costs. Main weaknesses identified through Porter’s framework are: lack of access to capital; lack of access to technology; lack of skilled workers and lack of adequate infrastructure. The findings of this research make a contribution to the existing literature by extending the discussion on the suitability of conventional theory to explain firm competitiveness. To date no other research has been carried out in relation to the development of tilapia aquaculture in Zimbabwe.