Dynamics of Competitive Repositioning: A Multidimensional Approach

Gimeno, Javier; Chen, Ming‐Jer; Bae, Jonghoon

doi:10.1016/s0742-3322(06)23013-4

Cited by 15 publications

(18 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Rivalry runs stronger among firms within a category than between companies in different categories. Such firms orient themselves toward each other, require similar resources, adopt similar routines, and make similar offerings (Porac et al 1995;Gimeno et al 2006). …”

Section: Concentration Of Ownership Type and Homogeneity Of Offeringsmentioning

confidence: 99%

Oppositional Identities and Resource Partitioning: Distillery Ownership in Scotch Whisky, 1826–2009

McKendrick

Hannan

2014

Organization Science

View full text Add to dashboard Cite

The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

show abstract

Section: Concentration Of Ownership Type and Homogeneity Of Offeringsmentioning

confidence: 99%

Oppositional Identities and Resource Partitioning: Distillery Ownership in Scotch Whisky, 1826–2009

McKendrick

Hannan

2014

Organization Science

View full text Add to dashboard Cite

show abstract

“…We take an approach similar to our conceptualization of market competition to capture the degree of technology competition a firm encounters, considering the extent of overlap between the technological resources deployed by the focal firm and those of all its competitors . As heterogeneity in resource endowments affects a firm's potential to gain competitive advantage (Wernerfelt, ), overlap in technological resources intensifies competition between the focal firm and its competitors (Gimeno et al, ). Technology overlap thus indicates the resource side of competitive pressure .…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Furthermore, technology advancement also enables a firm to produce products with novel features not available in the market (Szymanski & Henard, 2001), allowing a firm to adjust its product overlap with other firms (Baum & Singh, 1996;Gimeno et al, 2006). However, tactics targeted at a specific product market (e.g., price cuts and advertisement campaigns) may be less effective if firms encounter similar competitors across multiple markets (Gimeno & Woo, 1996).…”

Section: Product Overlap and Technology Advancementmentioning

confidence: 99%

Competition and innovation: The tango of the market and technology in the competitive landscape

Qian

Wang

2017

Manage Decis Econ

View full text Add to dashboard Cite

Technology innovation can be a double‐edged sword in helping a firm to address competitive pressures. We explore the relationships among market competition, technology competition, and firms' advancement to a higher generation of production technology. Though market competition drives technology advancement as firms attempt to escape competition and technology competition also drives technology advancement as firms try to stay in the technology race, concurrent high market and technology competition lead a firm to defer advancement. We find supportive evidence with data on global flat panel display makers. Our findings shed light on how competition interacts with a firm's technology advancement decision and, in general, a firm's technology strategy.

show abstract

“…A number of studies have examined organizational responses to competition (e.g., Hofer 1980;Love and Nohria 2005;Gimeno et al 2006;Zhu 2010, 2013;Katila et al 2012;Wang and Shaver 2014). Such studies typically focus on competing organizations serving a single group of customers.…”

Section: Introductionmentioning

confidence: 99%

“…Much of this work has focused on changes in pricing decisions, but firms have other response options. For example, studies (e.g., George and Waldfogel 2006, Gimeno et al 2006, Wang and Shaver 2014 have shown that firms use repositioning to increase their product differentiation or to reduce market overlap when new competitors emerge, and have also demonstrated the effectiveness of cost-cutting strategies (e.g., Hofer 1980, Love andNohria 2005)-including outsourcing (e.g., Poppo andZenger 1998, Weigelt 2009) and downsizing (e.g., Robbins andPearce 1992, Morrow et al 2004)-in reversing performance deterioration. The platforms literature, however, is silent about the conditions under which platforms choose repositioning or cost-cutting in response to competition.…”

Section: Introductionmentioning

confidence: 99%

Repositioning and Cost-Cutting: The Impact of Competition on Platform Strategies

Seamans

Zhu²

2017

Strategy Science

View full text Add to dashboard Cite

Please scroll down for article-it is on subsequent pagesWith 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org STRATEGY SCIENCEVol. 2, No. 2, June 2017, pp. 83-99 http://pubsonline.informs.org/journal/stsc/ Abstract. Organizational structures are increasingly complex. In particular, more firms today operate as multisided platforms. In this paper, we study how platform firms use repositioning and cost-cutting in response to competition, elucidate external and internal factors that constrain or enable these responses, and examine how the firms' responses affect their performance. Our empirical context is the U.S. newspaper industry, which has experienced increased competition following the entry of Craigslist, an online provider of classified ads. We find that when Craigslist enters a newspaper's market, the newspaper repositions itself away from other newspapers by changing its content. This results in greater differentiation between newspapers in a market, but occurs primarily in markets in which reader preferences are heterogeneous. When reader preferences are homogeneous, newspapers are more likely to engage in cost-cutting. Both responses are more pronounced for newspaper firms whose sister firms have already experienced Craigslist's entry. We also find that failure to design the right response harms competitive viability. These findings offer important implications for many platform firms operating in today's digital economy. Supplemental Material:The online appendix is available at https://doi.

show abstract

Dynamics of Competitive Repositioning: A Multidimensional Approach

Cited by 15 publications

References 60 publications

Oppositional Identities and Resource Partitioning: Distillery Ownership in Scotch Whisky, 1826–2009

Oppositional Identities and Resource Partitioning: Distillery Ownership in Scotch Whisky, 1826–2009

Competition and innovation: The tango of the market and technology in the competitive landscape

Repositioning and Cost-Cutting: The Impact of Competition on Platform Strategies

Contact Info

Product

Resources

About