From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition*

Caves, Richard E.; Porter, Michael E.

doi:10.2307/1885416

Cited by 1,554 publications

(744 citation statements)

References 2 publications

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“…Vertical financial ownership thus may evolve as a means of maintaining oligopolistic discipline and may provide mobility barriers (Caves & Porter, 1977) which sustain the stability of strategic groups (McGee & Thomas, 1986;Newman, 1978). Differences between existing firms in their degree of vertical financial ownership appear to have led to difficulties in agreement on the desirable vertical price structure.…”

Section: The Advantages Of Vertical Integration Strategymentioning

confidence: 99%

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

Mahoney

1992

Strategic Management Journal

360

253

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Section: The Advantages Of Vertical Integration Strategymentioning

confidence: 99%

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

Mahoney

1992

Strategic Management Journal

360

253

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“…Literature points out that there are good reasons for firms to beware of the entry potential of their key suppliers. Caves and Porter (1977) argue that, "important suppliers to an industry ... are often likely entry candidates". 1 However, empirical findings tell quite a different story.…”

mentioning

confidence: 99%

Strategic sourcing for entry deterrence and tacit collusion

Chen

2010

J. Econ.

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By sourcing key intermediate goods to a potential entrant, incumbent firm can credibly and observably commit to an intense post-entry competition, thereby deter the entrant's entry. At the same time, a tacit collusion exists, and the entrant's loss from staying out of the final-good market is compensated through their sourcing transaction. We find that, there exist scenarios where entry-deterring sourcing enhances not only social welfare but also consumers' welfare, although in general it has ambiguous effect on social welfare.

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“…In the RBV (Wernerfelt 1984;Barney 1991), organisations are seen as a bundle of resources. The RBV introduced an alternative perspective for the prevailing models of strategic management in the 1980s, where emphasis was placed on analysing a firm's opportunities and threats in the competitive environment (Caves and Porter 1977;Porter 1980Porter , 1985. This model claims that firms within a particular industry are identical in terms of the resources they control and the strategies they pursue and that, where heterogeneity occurs, this will be very short lived because resources are highly mobile.…”

Section: The Paradox Of Cooperation In a Global Environmentmentioning

confidence: 99%

The paradox in international cooperation: Institutionally embedded universities in a global environment

Beerkens

Wende

2006

High Educ

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Abstract. As a response to processes of globalisation and regional integration, internationalisation activities in universities have changed. Flows have become more massive, the range of activities has broadened, and internationalisation has shifted from a marginal activity to a central institutional issue with strategic importance (van der Wende 2001, European Journal of Education 36(4), 431-441). These shifts can also be observed in international cooperation among universities. One of the manifestations of this shift is the increase and change of inter-organisational arrangements in higher education. One type of such arrangements -higher education consortia -are analysed in detail in the study. This analysis takes inter-organisational diversity as a starting point (Parkhe 1991, Journal of International Business Studies 22(4), 579-601). The basic thesis is that partners need to be similar, yet different, or in other words, there needs to be sufficient complementarity as well as sufficient compatibility among the participating universities. The article also explores the ways in which the management of consortia can improve the levels of complementarity and compatibility and thus the success of such consortia.

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From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition*

Cited by 1,554 publications

References 2 publications

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

The choice of organizational form: Vertical financial ownership versus other methods of vertical integration

Strategic sourcing for entry deterrence and tacit collusion

The paradox in international cooperation: Institutionally embedded universities in a global environment

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