Session 229

Competition Calling

Track E

Date: Tuesday, October 1, 2013

 

Time: 17:15 – 18:30

Common Ground

Room: Cottonwood Room AB


Facilitator:

  • Giovanni Battista Dagnino, University of Catania

Title: Competitive Rivalry and Industry Change: Smartphone Market in the Netherlands

Authors

  • Elena Golovko, Tilburg University
  • Wolfgang Sofka, Copenhagen Business School

Abstract: The aim of this study is to examine the competitive rivalry in a setting of industry change. We use the theoretical framework developed by Chen (1996) to connect market and technology positioning of firms to the competitive moves they choose and consequently to their performance. We argue that in a setting with high uncertainty triggered by the changes in an industry the predictions of the model may not hold, as the assessments of market and technology positions in an industry will become less reliable. Secondly, as firms are different in terms of knowledge they possess about markets and technologies some firms will be more prepared to cope with the uncertainty so will benefit more. Our empirical setting is the smartphone market in the Netherlands during 2008-2010.

Title: Fast Enough but not Too Fast: Adaptive vs. Pioneering Strategies in Turbulent Environments

Authors

  • Alessandro Marino, LUISS Guido Carli University
  • Paolo Aversa, City, University London
  • Jay Anand, Ohio State University

Abstract: Firms often need to adapt to new contextual conditions, given that shifts in their environment tend to erode the value of their current knowledge and practices. Recent literature emphasizes both the need for firms to change and adapt, as well as the inherent risks in these efforts. In this paper we test the consequences of firms’ different strategic reactions in turbulent contexts. Specifically, we examine two alternative hypotheses: merely adapting to environmental changes, and pioneering explorative solutions. By modeling exogenous changes in the competitive environment as shifts in the institutional context, and by empirically examining the technological developments and performance of racing teams in the Formula One industry, we find that mere adaptation can lead to superior outcomes than pioneering explorative solutions. We discuss implications for theory and practice.

Title: Pre-Entry or Pre-Investment Experience? The Role of Firm Capability Reconfigurations for Market Entry into Nascent Industries

Authors

  • Mahka Moeen, University of North Carolina

Abstract: This paper examines the capability antecedents of firm's entry into nascent industries. Specifically, I make a distinction between a firm's pre-investment and pre-entry capabilities in order to shed insight on the capability reconfiguration efforts that firms undertake in anticipation of entry into a nascent industry. I focus on investments in technological opportunities by firms during the incubation stage of industry evolution, defined as the period between introduction of a technological discovery and the first instance of product commercialization. I suggest, and find empirical evidence, that while the stock of technical capabilities and complementary assets at the time of market entry are related to the likelihood of entry; at the time of initial investment, the ability to gain access to these capabilities become important.

Title: Strategic Flexibility As a Panacea or Pandora’s Box? A Meta-Analytic Review

Authors

  • Dennis Herhausen, University of St. Gallen
  • Robert Morgan, Cardiff University
  • Henk Volberda, Erasmus University Rotterdam

Abstract: It is axiomatic that strategic flexibility (SF) is a key success factor in generating competitive advantage. Despite this maxim, often peddled in the normative literature, empirical studies have produced inconsistent results for the strength and direction of this relationship. We synthesize these results and provide empirical support for a general, moderate, and positive effect of SF on performance. Moreover, we find that SF indirectly affects financial performance through its positive effects on innovation capability and superior market position, and that SF has a negative direct effect on financial performance. Importantly, the meta-analytic evidence also indicates that the SF–performance relationship depends on measurement methods, the research context, and certain environmental characteristics. Overall, our results provide the necessary nuance to discerning the consequential effects of SF.

Title: The Sequential Pattern of Competitive Rivalry in the Global Smartphone Industry

Authors

  • Tung-Shan Liao, Yuan Ze University

Abstract: The purpose of this study is set to investigate the sequential pattern of competitive rivalry in emerging industries. Taking the smartphone industry as the target sector, this paper assesses the relationship of action sequences with firm performance. We build up panel data by extending the “matched-pair” method to include five leading smartphone manufacturers with a total global market share of around 75%. These manufacturers are Apple, HTC, Nokia, RIM, and Samsung. The empirical results are expected to indicate that individual firms’ competitive actions have an actual focus on how they manage and expand the market. This will be viewed as a major feature of the rivalry in emerging industries.

Title: Which, What, and Under What Circumstances?: Pioneer Firm Defenses against Imitation

Authors

  • Bernadine Dykes, Shenandoah University

Abstract: The first mover advantage literature theorizes that pioneer firms lose their early entrant advantages as the amount of imitation from late entrants increases (Lieberman & Montgomery, 1988). I modify and extend this understanding by specifying how pioneer firms protect their superior performance from imitating late entrants based on which pioneer firm is being imitated and what pioneer behavior is being imitated. I also theorize that under certain circumstances-namely environmental uncertainty and industry growth-the imitation-pioneer performance relationship is reshaped. I discuss the implications of my propositions for researchers and practitioners.

All Sessions in Track E...

Sun: 08:00 – 09:15
Session 156: New Empirical Methods for Strategy Scholars
Sun: 09:45 – 11:00
Session 157: Strategies in the Digital Area: Competing through Platforms, Ecosystems, and Open Innovation
Sun: 11:15 – 12:30
Session 158: New Formats for Research in Strategy
Sun: 15:15 – 16:30
Session 83: Long-Term Interactions & Competition
Sun: 16:45 – 18:00
Session 296: Competitive Strategy Business Meeting
Mon: 08:00 – 09:15
Session 85: Strategy, Competition & Profitability
Mon: 09:45 – 11:00
Session 87: Competition in the Creative Industries
Session 91: Competition As a Dynamic Process: Exploring the Temporal Facet of Rivalry
Mon: 14:00 – 15:15
Session 84: Multimarket Competition
Session 230: Flexibility & Competition
Mon: 17:00 – 18:15
Session 86: Competitive Structures & Networks
Tue: 08:00 – 09:15
Session 88: Merging Resources
Tue: 11:00 – 12:15
Session 90: Strategic Factor Markets
Tue: 15:45 – 17:00
Session 89: Modelling Competition
Tue: 17:15 – 18:30
Session 229: Competition Calling


Strategic Management Society

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