Asymmetric rivalry between strategic groups: response, speed of response andex ante vs.ex post competitive interaction in the spanish bank deposit market

Mas‐Ruiz, Francisco; Nicolau, Juan Luis; Ruiz‐Moreno, Felipe

doi:10.1002/smj.471

Cited by 53 publications

(52 citation statements)

References 64 publications

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“…One work on the subject-Mas- Ruiz et al (2005)-focuses exclusively on inter-group rivalry, that is, the competitive response of a member of a different group, and characterizes the rivalry between size-defined strategic groups as asymmetric and of the leader-follower type, as defined by Stackelberg. Essentially, Mas-Ruiz et al (2005) and Tirole (1984) apply to the following taxonomy of behavioral strategies.…”

Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

“…Essentially, Mas-Ruiz et al (2005) and Tirole (1984) apply to the following taxonomy of behavioral strategies.…”

Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

“…For example, if the incumbent chooses to allow entry, it will advertise heavily and become a fat cat in order to soften the entrant's pricing behavior. Mas-Ruiz et al (2005) applies these four types of optimal behavioral strategies to the Spanish banking industry and finds evidence of a voluntary limitation of capacity, which is an example of puppy dog behavior on the part of the entrant. In line with this result, the model of Gelman and Salop (1983) assumes that the entrant follows a puppy-dog behavior.…”

Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

“…They propose that lower levels of rivalry are more likely to exist within a group of large as opposed to smaller firms owing to certain group-level effects, such as market power, efficiency, differentiation, and multimarket contact. Mas-Ruiz, Nicolau-Gonzálbez, and Ruiz-Moreno (2005), on the other hand, examine the extent to which asymmetric rivalry operates between size-defined strategic groups. They propose that groups comprising smaller firms respond more strongly to competitive actions originating in a group comprising large firms than vice versa.…”

Section: Introductionmentioning

confidence: 99%

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Asymmetric rivalry within and between strategic groups

Mas‐Ruiz

Ruiz‐Moreno

Martínez

2013

Strategic Management Journal

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Our study examines asymmetric rivalry within and between strategic groups defined according to the size of their members. We hypothesize that, owing to several forms of group‐level effects, including switching costs and efficiency, strategic groups comprising large firms expect to experience a large amount of retaliation from firms within their group and accommodation from the group comprising smaller firms. Small firms, on the other hand, expect to experience a small amount of retaliation from the group comprising large firms and no reaction from the other firms in their group. We estimate the effect of group‐level strategic interactions on firm performance. Our analysis reveals that the rivalry behavior within and between groups is asymmetric, which supports the dominant‐fringe relation between firms, as described in our hypothesis. Copyright © 2013 John Wiley & Sons, Ltd.

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Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

“…Essentially, Mas-Ruiz et al (2005) and Tirole (1984) apply to the following taxonomy of behavioral strategies.…”

Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

Section: Hypotheses Of Asymmetric Rivalry Within and Between Size-defmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Asymmetric rivalry within and between strategic groups

Mas‐Ruiz

Ruiz‐Moreno

Martínez

2013

Strategic Management Journal

Self Cite

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show abstract

“…7 7 E.g., Lovell (1996, 1997), Lozano-Vivas (1997), Kumbhakar and Lozano-Vivas (2005), Más-Ruiz et al (2005), Tortosa-Ausina et al (2008) or Illueca et al (2009). In addition, there is a wide range of DEA studies that focus on some alternative aspects of benchmarking. We mention some recent examples.…”

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confidence: 99%

Technology-based total factor productivity and benchmarking: New proposals and an application

Epure

Kerstens

Prior

2011

Omega

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The present study fills a gap between the benchmarking literature and multi-output based efficiency and productivity studies by proposing a benchmarking framework to analyze total factor productivity (TFP). Different specifications of the Hicks-Moorsteen TFP index are tailored for specific benchmarking perspectives: (1) static, (2) fixed base and unit, and (3) dynamic TFP change. These approaches assume fixed units and/or base technologies as benchmarks. In contrast to most technology-based productivity indices, the standard Hicks-Moorsteen index always leads to feasible results. Through these specifications, managers can assess different facets of the firm's strategic choices in comparison with firm-specific relevant benchmarks and thus have a broad background for decision making. An empirical application for the Spanish banking industry between 1998 and 2006 illustrates the managerial implications of the proposed framework.

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How industry peers improve your sustainable development? The role of listed firms in environmental strategies

Yang

Wang

et al. 2018

Bus Strat Env

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Factors driving firms to become more sustainable have been widely investigated in the literature on environmental strategy, but some important horizontal factors are still missing, such as influence from peers in the same industry. Drawing on signaling theory and expectancy theory, we complement existing studies by highlighting the role of listed firms in raising other firms' awareness and motivation of adopting environmental strategies, while taking the moderating capability factor into account. By setting our study in the context of listed and nonlisted private‐owned enterprises in China, the empirical analysis of 1,391 nonlisted firms indicates that the number of listed firms in an industry has positive effects on both reactive and proactive environmental strategies of nonlisted firms. The superior performance of these listed peers motivates nonlisted firms to adopt a proactive environmental strategy but constraints the reactive one. These effects are further strengthened by the relative scale of a nonlisted firm.

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Asymmetric rivalry between strategic groups: response, speed of response andex ante vs.ex post competitive interaction in the spanish bank deposit market

Cited by 53 publications

References 64 publications

Asymmetric rivalry within and between strategic groups

Asymmetric rivalry within and between strategic groups

Technology-based total factor productivity and benchmarking: New proposals and an application

How industry peers improve your sustainable development? The role of listed firms in environmental strategies

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