The impact of managerial perceptions on competitive response variety

Abstract

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. AbstractPurpose -The purpose of this paper is to study the impact of managerial perceptions regarding the competitive environment and organizational capabilities on the way firms respond to their rivals' competitive actions. Design/methodology/approach -The authors draw on competitive dynamics theory to develop a model that is empirically tested in 174 firms from 22 manufacturing, trade and service sectors in Greece. Findings -The results show an association between managerial perceptions on the one hand and the innovativeness and breadth of competitive responses on the other. More specifically, perceptions of competition intensity, substitution threats and increased buyer powers are associated with broader and more innovative competitive reactions. Similarly, perceptions of strong internal, mediating (managerial) and external (market sensing) capabilities also affect the breadth and innovativeness of competitive responses. Originality/value -Further to advancing theory in competitive dynamics, the authors contribute to a deeper understanding of the drivers of competitive retaliation that managers can use to anticipate their rivals' retaliation schemes when initiating competitive actions.

Global mindset, cultural context, and the internationalization of SMEs

“…The information-processing theory considers that the individuals' ability to process information has limitations and that the data-collection context influences the interpretation process. Thus, the influence on the cognitive structures, including the global mindset, limits data processing (Giaglis & Fouskas, 2011;Leonard, Scholl, & Kowalski, 1999). Finally, the internalization theory aims to understand the type of internal organization, the company's boundaries, and the company's relationship with the external environment.…”

“…This research builds on the resource-based view (Barney, 1991;Teece, Pisano, & Shuen, 1997), the mindset theory (Gollwitzer, 1990(Gollwitzer, , 1999, the information-processing theory (Giaglis & Fouskas, 2011), and the internalization theory (Rugman, 2005). This study applies structural equation modeling (SEM) to analyze a sample of 526 small and medium-sized Portuguese, Norwegian, and Lithuanian firms.…”

Cultural distance, innovation and export performance

“…subjective uncertainty. Based on their perceptions of environmental uncertainty, managers formulate strategies for responding to the environmental demands (Child, 1972; Anderson and Paine, 1975; Robbins, 1996; Starbuck and Mezias, 1996; Beyer et al , 1997; Evans et al , 2008; Giaglis and Fouskas, 2011). To do this, managers match their firm’s organizational properties to its external environment (Lawrence and Lorsch, 1967; Miles et al , 1974).…”

Evaluating competing theories of street entrepreneurship: some lessons from a study of street vendors in Bangalore, India

“…In recent years, considerable progress has been made in advancing the field of entrepreneurship and innovation (Alpkan et al 2010;Andersén 2011;Cavalcante et al 2011;Cambra-Fierro et al 2011;Cantarello et al 2011;Cegarra-Navarro et al 2011;Chilton and Bloodgood 2010;Curado et al 2011;Giaglis and Fouskas 2011;Gámez-González et al 2010;Goktan and Miles 2011;Ho et al 2011;Hotho and Champion 2011;Houthoofd et al 2010;Huang et al 2010;Huarng and Yu 2011;Ulhøi 2010, Lin et al 2010;Naranjo-Valencia et al 2011;Rowley et al 2011;Zhang and Duan 2010). This paper seeks to further extend this progress by addressing the subject of street entrepreneurship.…”