A Comparative Study of Pioneer Entry Decisions in the <scp>U</scp>nited <scp>S</scp>tates and <scp>C</scp>hina

Zhao, Yuzhen Lisa; Song, Michael; Parry, Mark E.

doi:10.1111/jpim.12140

Cited by 6 publications

(34 citation statements)

References 56 publications

(162 reference statements)

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“…Cross-national studies have found that some first-mover advantages may universally be considered important, others may be perceived differently in different countries, and still others may be seen as applicable only in some countries [8]. These studies have found that executives make first-mover entry decisions based on their personal knowledge and beliefs [10,20]. Scholars have called for more large-scale empirical studies to further examine cross-national similarities and differences in these first-mover advantages [8,[20][21][22][23].…”

Section: Rq1: What Sustainable Advantages Do Sustainability First-movmentioning

confidence: 99%

“…Third, executives in different countries may perceive their relative first-mover advantages differently depending on the mental model they use [20,21,23,24]. Fourth, cross-national studies have also suggested that executives from different countries differ on how they process information [22,[25][26][27] and how they make first-mover decisions based on their mental models [10,20]. Therefore, to understand managerial actions and gain insights into likely future sustainability first-mover strategies, it is important to investigate the particular mental models that are used by executives from different countries and to understand the way their perceptions of reality are formed [21].…”

Section: Rq3: What Are the Cross-national Similarities And Differencementioning

confidence: 99%

“…Previous research on first-movers in the marketing and management literatures has described various advantages and disadvantages of first-mover activities [6][7][8]10,20,24,28]. First, first-movers can achieve sustainable development by continually focusing on new product development.…”

Section: Sustainable First-mover Advantages and Disadvantagesmentioning

confidence: 99%

“…Sustainability first-movers heavily invest in new product development and are thus in position to create and set standards for the product category [11]. As a result, early adopters of sustainability first-mover brands perceive them as being of high quality [10,20,23]. Sustainability first-movers also heavily invest in market development, the introduction of new products to customers, and the building of brand recognition.…”

Section: Sustainable First-mover Advantages and Disadvantagesmentioning

confidence: 99%

“…Developing first-mover new market opportunities in a rapidly changing market environment is an important strategy for sustainable business development. In a comprehensive review of sustainability business models in the literature, it was found that firms that pursue first-mover advantages can gain sustainable competitive advantages that enhance the sustainable development goals of the firm [3][4][5][6][7][8][9][10]. Indeed, firms that pursue sustainability first-mover strategies have gained competitive advantages in many industries [11], such as in e-commerce platforms and social commerce contexts [2].…”

Section: Introductionmentioning

confidence: 99%

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Do First-Movers in Marketing Sustainable Products Enjoy Sustainable Advantages? A Seven-Country Comparative Study

Zhang

Song

2020

Sustainability

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The literature suggests that first-movers enjoy sustainable competitive advantages but suffer some disadvantages. The timing of new product introduction is a major decision for executives who are concerned about sustainability issues. These executives must simultaneously strive for environmental protection, social welfare, the timing of product introduction, and the economic viability of decisions. However, few academic studies have examined how executives balance sustainable first-mover advantages and sustainable development goals in order to achieve sustainable organizational growth and performance. This study develops nine research hypotheses to examine what sustainable advantages first-movers gain by being first to market sustainable products in five industries that are important for advancing sustainable development goals. Using data collected from 1437 executives who are concerned about sustainability issues in seven countries, this study uses Duncan multiple-range tests to examine cross-national similarities and differences between Asian and Western countries. The study results reveal some interesting cross-national similarities and differences. The cross-national differences suggest some competing and signaling strategies for sustainable enterprise development. This study contributes to the existing cross-national research on first-mover advantages, provides a richer understanding of how executives who are concerned about sustainability issues perceive sustainability first-mover advantages and disadvantages, and further expands the theory of sustainable innovation and entrepreneurship.

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Section: Rq1: What Sustainable Advantages Do Sustainability First-movmentioning

confidence: 99%

Section: Rq3: What Are the Cross-national Similarities And Differencementioning

confidence: 99%

Section: Sustainable First-mover Advantages and Disadvantagesmentioning

confidence: 99%

Section: Sustainable First-mover Advantages and Disadvantagesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Do First-Movers in Marketing Sustainable Products Enjoy Sustainable Advantages? A Seven-Country Comparative Study

Zhang

Song

2020

Sustainability

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Customizing competitive strategy to entry timing: Implications for firm performance in the pharmaceutical industry

Castillo‐Apraiz

Matey

2020

Manage Decis Econ

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Our study examines the effect of business‐level strategy on performance. Past literature examining the aforementioned effect in the pharmaceutical industry is scarce. Furthermore, there is a lack of studies that analyze how competitive strategy is contingent on firm entry timing. Hence, to explore our understanding in this area, the present study was conducted in the German pharmaceutical industry. Two hundred valid responses were collected from CEOs. The data were analyzed using SPSS and partial least square (PLS) techniques. The findings indicate a surprising result that, while the differentiation strategy is significantly related to pharmaceutical companies' performance, cost leadership strategy is not.

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From pioneering orientation to new product performance through competitive tactics in SMEs

Villaverde

Parra‐Requena

Ruiz‐Ortega

2017

BRQ Business Research Quarterly

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The literature regarding entry timing suggests that pioneering orientation (PO) is a key determinant factor of new product performance (NPP) due to ‘first mover advantages'. The contradictory results and specific biases raise a research gap on which conditions and processes lead PO to a higher NPP. This paper proposes to fill this gap by designing and testing a model examining to what extent development of competitive tactics drive and explain the way from PO to NPP. We test the model on a sample of 224 footwear firms. Results show that, separately, each of the competitive tactics has a total mediating effect linking PO with NPP. Introducing the competitive tactics into a multiple mediator model the routes from PO to NPP through low cost and innovation differentiation are relevant and compatible. However, marketing differentiation is less effective. The study provides new ways of linking the entry timing and advantage strategy perspectives.

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A Comparative Study of Pioneer Entry Decisions in the United States and China

Cited by 6 publications

References 56 publications

Do First-Movers in Marketing Sustainable Products Enjoy Sustainable Advantages? A Seven-Country Comparative Study

Do First-Movers in Marketing Sustainable Products Enjoy Sustainable Advantages? A Seven-Country Comparative Study

Customizing competitive strategy to entry timing: Implications for firm performance in the pharmaceutical industry

From pioneering orientation to new product performance through competitive tactics in SMEs

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