A Longitudinal Study of the Competitive Positions and Entry Paths of European Firms in the U.S. Pharmaceutical Market

Bogner, William C.; Thomas, Howard; McGee, John

doi:10.1002/(sici)1097-0266(199602)17:2<85::aid-smj785>3.0.co;2-d

Cited by 96 publications

(75 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Market position means choosing a proper and competitive posture for a business' long-term profit [65,66]. In other words, the selection of a market strategy by companies in an industry can be diverse, dependent on their position in the existing market [67].…”

Section: Market Positionmentioning

confidence: 99%

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

et al. 2016

View full text Add to dashboard Cite

Abstract:The purpose of this study was to examine the key characteristics of sustainable service innovation in the hospitality industry. We conducted a content analysis based on the interview records for 17 experts (including three academic scholars, three government officers and 11 top-level managers) with an average of 20 years of experience in the hospitality management domain in Taiwan. The analytical results conform to Amabile's (1988) componential theory of creativity and innovation and show that 11 characteristics are major indicators of sustainable service innovation in the hotel management field. These include the following characteristics: market position, customer satisfaction, service orientation, environmental thinking, employee involvement, incentive mechanism, human resource development, environmental services, cultural resource management, government policy and school education. Accordingly, using the integrated theory of sustainable service innovation and professional opinions from experts, we provide theoretical and practical implications for current and future trends on sustainability and innovation in the hospitality industry.

show abstract

Section: Market Positionmentioning

confidence: 99%

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

et al. 2016

View full text Add to dashboard Cite

show abstract

“…In the spirit of developing cumulative results and reinforcing or amending results from earlier research, this study is built upon the data and analyses of the US pharmaceutical industry originally carried out by Bogner (1991) and Bogner et al (1994Bogner et al ( , 1996. The data set consists of 36 firms from the USA and Western Europe that competed in the US pharmaceutical market during the 20-year period 1969-1988.…”

Section: Methodsmentioning

confidence: 99%

“…In this industry the pattern and periodicity of the groups is particularly well supported from the underlying economic and legal background and is therefore reasonably clear of noise. In the original studies (Bogner, 1991;Bogner et al, 1994Bogner et al, , 1996, seven variables were used to reflect two key competitive resources in the industry: namely, the firm's product line profile (four variables) and its research competence (three variables). 2 Five stable strategic time periods (SSTP), covering 1969-1988, were also identified using the well-accepted Fiegenbaum et al (1987) SSTP methodology.…”

Section: Methodsmentioning

confidence: 99%

“…The questions are examined through an in-depth longitudinal analysis of data drawn from a single-industry sample -the US pharmaceutical industry -which was verified in earlier studies (Bogner et al, 1994(Bogner et al, , 1996 but which had used accounting measures of performance exclusively. This sample was chosen so that the results from earlier work could be re-evaluated, not only with improved methods but also with evidence from the use of financial market-based constructs for measuring firm performance.…”

Section: Introductionmentioning

confidence: 95%

See 1 more Smart Citation

Performance differences across strategic groups: an examination of financial market‐based performance measures

et al. 2006

Self Cite

View full text Add to dashboard Cite

᭹One of the more interesting issues in the strategic management field is the question of whether intra-industry performance differences exist, particularly across strategic groups. Most of the existing studies have used accounting measures of performance despite the documented weaknesses of such measures. This paper examines whether financial market-based measures of performance are superior to accounting-based measures in identifying performance differences across strategic groups. ᭹ Hypotheses are tested on data from an existing sample of firms in the US pharmaceutical industry.The empirical results indicate that performance differences are more likely to exist across strategic groups when financial market performance measures are used. Suggestions for further refinements are made and limitations of the study are discussed.

show abstract

“…The impact of a firm's resources on its international location decision does not seem to be wellexplored, though there exists a well-developed literature on host country location choice; and though, firm resources have long been shown to contribute towards the internationalization of both traditional and virtual firms initially or subsequently in a host country (Bogner, Thomas, & McGee, 1996;Dunning, 1980;Hitt, Bierman, Shimizu, & Kochhar, 2001;Hymer, 1976;Kotha, Rindova, & Rothaermel, 2001). The relationship between firm's resources and internationalization has been observed for EMFs as well (Chittoor, Sarkar, Ray, & Aulakh, 2009).…”

Section: Introductionmentioning

confidence: 99%

Resource, Strategies, Location Determinants, And Host Country Location Choice By Emerging Market Firms

Jain¹

View full text Add to dashboard Cite

The results showed that the internationalization strategies, namely market-seeking or labor-seeking had direct impact on firms' location decision. This direct relationship was moderated by firm resource which, in case of Indian software firms, was the appraisal at CMMI level-5. Indian software firms located in developed countries with a market-seeking strategy and in emerging markets with a labor-seeking strategy. However, software firms with resource such as CMMI level-5 appraisal, when in a labor-seeking mode, were more likely to locate in a developed country over emerging market than firms without the appraisal. Software firms with CMMI level-5 appraisal, when in market-seeking mode, were more likely to locate in a developed country over an emerging market than firms without the appraisal.It was concluded that the internationalization strategies and resources of companies predicted their location choices, over and above the variables studied in the theoretical field of location determinants.

show abstract

A Longitudinal Study of the Competitive Positions and Entry Paths of European Firms in the U.S. Pharmaceutical Market

Cited by 96 publications

References 25 publications

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

Performance differences across strategic groups: an examination of financial market‐based performance measures

Resource, Strategies, Location Determinants, And Host Country Location Choice By Emerging Market Firms

Contact Info

Product

Resources

About