The Application and Misapplication of the Experience Curve

Henderson, Bruce D.

doi:10.1108/eb039027

Cited by 66 publications

(24 citation statements)

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“…These two environmental variables provide a possible explanation for our findings. For category 1 environments, one part of the explanation may be that the later stages of the product life cycle provide the opportunity to exploit the effects of the experience curve (Henderson, 1979(Henderson, , 1984. During the later stages of the product life cycle a major concern of business is efficiency (Fox, 1973;Harrigan, 1980).…”

Section: Discussionmentioning

confidence: 99%

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The market share‐profitability relationship: An empirical assessment of major assertions and contradictions

Prescott

Kohli

Venkatraman

1986

Strategic Management Journal

109

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While previous research on the relationship between market share (MS) and business profitability (BP) has found a positive relationship, its nature (i.e. direct versus spurious), its context‐specificity, and the validity of MS as a predictor of BP have not been adequately addressed. Employing path analysis, this study examined the nature of this relationship across a taxonomy of homogeneous environments. The major findings were that (1) the association between MS and BP is context‐specific; (2) both direct and spurious relationships exist, and their relative strengths vary across environments; and (3) the validity of MS as a predictor of BP is context‐specific. Further, key firm conduct variables accounting for the spuriousness have been identified. Finally, implications of these findings for managers pursuing market share as a goal are discussed.

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Section: Discussionmentioning

confidence: 99%

“…relationship not only lies at the heart of descriptive strategy research, but is also fundamental to most strategy prescriptions (e.g. Hedley, 1977;Henderson, 1979Henderson, , 1984Buzzell, Gale and Sultan, 1975).…”

Section: Contradictionmentioning

confidence: 99%

The market share‐profitability relationship: An empirical assessment of major assertions and contradictions

Prescott

Kohli

Venkatraman

1986

Strategic Management Journal

109

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“…Firm experience can facilitate cost reductions over time and, in the process, produce new opportunities for learning (Henderson, 1984;Porter, 1985). Particularly in franchising, "time in operation" (Porter, 1985, p. 75) will produce opportunities for cost reductions based on improved know-how and procedures independent of scale.…”

Section: Theoretical Perspectives and Research Questionsmentioning

confidence: 99%

International Franchising in the Context of Competitive Strategy and the Theory of the Firm

Huszagh¹,

Huszagh²,

McIntyre³

1992

International Marketing Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…Subsequent empirical research cast further doubts over the direction and extent of relationship between market share and profitability (Jacobson and Aaker, 1985;Prescott et al, 1986;Rumelt and Wensley, 1981). Research also showed that the overenthusiastic reliance on experience and learning curves needed to be tempered with competitor and customer analysis (Abernathy and Wayne, 1974;Henderson, 1984;Kiechel, 1981;Porter, 1980).…”

Section: The Decline Of M Arketing's Role In Com Petitive Strategymentioning

confidence: 94%

Trespass or symbiosis? Dissolving the boundaries between strategic marketing and strategic management

Sharma¹

1999

Journal of Strategic Marketing

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This article addresses the debate about the role of strategic m arketing within the domain of firm competitive strategy. It begins by tracing the decline in the im portance of marketing strategy in competitive strategy, especially after the em ergence of the field of strategic management. It then describes the em ergence of strategic m arketing as a more integrative discipline than m arketing strategy, and the recent rapprochem ent in research ideas around competitiveness in strategic m arketing and strategic management. Shifting m arket boundaries, rapid technological change, shorter product lifecycles, and changing organizational form s have changed com petitive rules and increased the holistic complexity of business problem s. These changes call for a greater interdisciplinary approach and integration in teaching and research to mirror the practice of com petitive strategy, which recognizes the importance of both an external focus rooted in market orientation and an internal focus on unique firm resources and capabilities.

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The Application and Misapplication of the Experience Curve

Cited by 66 publications

References 1 publication

The market share‐profitability relationship: An empirical assessment of major assertions and contradictions

The market share‐profitability relationship: An empirical assessment of major assertions and contradictions

International Franchising in the Context of Competitive Strategy and the Theory of the Firm

Trespass or symbiosis? Dissolving the boundaries between strategic marketing and strategic management

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