Articles

Asymmetric Performance: The Market Share Impact of Scale and Link Alliances in the Global Auto Industry

P. DUSSAUGE, B. GARRETTE, W. Mitchell

Strategic Management Journal

juillet 2004, vol. 25, n°7, pp.701-711

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


This study investigates how participating in strategic alliances with rivals affects the relative competitive positions of the partner firms. The paper builds on studies that show significant differences in the outcomes of scale and link alliances. The study argues that the more asymmetric outcomes of link alliances translate into greater changes in the relative market shares of the partner firms, due to unbalanced opportunities for inter-partner learning and learning by doing. We find support for this argument by examining 135 alliances among competing firms in the global automobile industry, from 1966 to 1995

Better late than never: A study of late entrants in household electrical equipment

J. Shamsie, C. C. PHELPS, J. Kuperman

Strategic Management Journal

janvier 2004, vol. 25, n°1, pp.69-84

Départements : Stratégie et Politique d’Entreprise


Abstract: Studies on entry timing have largely attempted to determine the benefits that early entrants can obtain over subsequent entrants. Given that a large number of firms enter late in the development of markets, it is surprising that little research has examined the performance differences among late entrants. In this paper, we focus exclusively on late movers and examine the extent to which their post-entry performance is related to their resources, strategic positioning and market conditions around the time of entry. We analyze 165 late entrants in household electrical equipment markets and find that while market entry conditions don't significantly impact late movers' performance, their resources and strategic positioning at the time of entry do effect their subsequent performance. Keywords: Entry timing, late movers, resource based view, strategic positioning

Fading Legitimacies in Organized Contexts

R. DURAND, J. McGuire

International Studies of Management and Organization

hiver 2004, vol. 34, n°4, pp.3-6

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Key Success Factors for Technological Entrepreneurs R&D Projects

T. B. ASTEBRO

IEEE Transactions on Engineering Management

2004, vol. 51, n°3, pp.314-321

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

http://ssrn.com/abstract=1506331


The impact of 36 innovation, technology, and market characteristics on the probability that early stage R&D projects will reach the market is examined. Analysis is based on data from 561 R&D projects developed by technological entrepreneurs. Four characteristics stand out as most predictive: expected profitability, technological opportunity, development risk, and appropriability conditions. These predict future commercial success well with an out-of-sample accuracy of 80.9 %. This model performs better than R&D managers' and venture capital's (VC's) forecasts of success and has the potential to be used as a screening tool for early stage R&D investment reviews by, for example, VCs. Implications for both research and practice are discussed.

La régulation nationale des télécommunications : une lecture économique néo-institutionnelle

D. RICCARDI-BENIN, B. QUÉLIN

Revue Française d'Administration Publique

janvier 2004, n°1/2004 (n°109), pp.65-81

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Le recours à l'analyse économique institutionnelle permet d'examiner la nature et les limites des régulations des industries de réseau mises en place en Europe à un niveau national. Il conduit à souligner le mauvais ajustement entre ce niveau de régulation et l'environnement institutionnel et les problèmes qui en découlent. Afin d'y remédier, il paraît nécessaire de construire, au niveau supra-national, des autorités de régulation communautaires mieux à même d'harmoniser les cadres réglementaires et la fluidité des marchés. L'émergence de telles autorités réduirait fortement aussi les coûts de transaction et limiterait les asymétries d'information dont savent profiter les principaux opérateurs historiques.

Leveraging the first mover advantage: proprietary technologies versus cost leadership

R. Coeurderoy, R. DURAND

Journal of Business Research

juin 2004, vol. 57, n°6, pp.583-591

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


This research develops the relationships between the "early mover advantage" and a firm's market share. It tests hypotheses relating a firm's strategic choices and order of entry to market share on a cross-sectional data set of 1042 French manufacturing companies. The results support the persistence of an advantage for early movers. Furthermore, the development of proprietary technologies, considered as a capability to protect in-house knowledge from competition, has a leverage effect on the advantage of early moving. Finally, if cost leadership is a relevant strategy to gain market share, it is mostly beneficial for late entrants

Nouvelles compétences et modes d'accès

B. QUÉLIN, V. Claude-Gaudillat

Revue Française de Gestion

mars-avril 2004, vol. 30, n°149, pp.133-151

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Comment les firmes accèdent-elles à de nouvelles compétences suite à l'introduction d'une innovation? Cet article développe un modèle intégrant quatre formes organisationnelles (développement interne, alliance, acquisition et transaction de marché) qui est testé dans le contexte de l'industrie américaine du courtage en ligne. Les résultats empiriques de cette recherche confirment l'intérêt d'un modèle intégrateur pour expliquer les choix d'accès aux compétences sous condition d'innovation

Origines du capital social et avantages concurrentiels des firmes familiales

P. Very, J. Arrègle, R. DURAND

M@n@gement

2004, vol. 7, n°2, pp.13-36

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Il est indéniable que les entreprises familiales possèdent des caractéristiques de gestion qui leurs sont propres, nées de l'imbrication de la famille et de l'entreprise. Il est aussi indéniable que les sources propres de compétitivité de ces entreprises manquent encore d'assises théoriques fortes. Dans ce papier, nous cherchons à renforcer ces assises, en recourant à la théorie du capital social, elle-même fondée sur l'approche par les ressources. Appliquée aux firmes familiales, cette théorie contribue à expliquer l'existence de sources particulières de compétitivité. Plus précisément, l'existence d'un capital social familial, qui a été démontrée dans les recherches passées sur la famille, influence la création et le développement d'un capital social propre à l'entreprise familiale, qui est lui-même source potentielle d'avantages pour la firme

Strategic Planning as an Integrative Device

M. Ketokivi, X. CASTAÑER

Administrative Science Quarterly

septembre 2004, vol. 49, pp.337-365

Départements : Stratégie et Politique d’Entreprise


While alleviating the adverse effects of employees' pursuit of their subgroups' goals over organizational goals is important, finding ways to avoid them may be even more important. In this paper, we investigate whether strategic planning can be used to reduce organizational members' position bias, or the extent to which they direct their attention toward the immediate goals and priorities attached to their position. We examine the hypothesis that involving employees in the strategic planning process and communicating the agreed-upon priorities to them afterwards enhance goal convergence by attenuating position bias. We examine these questions in a sample of 164 manufacturing plants from five countries and three industries, where we asked middle-level managers to assess the importance of various organizational goals. We find that participation and communication function ascomplements to jointly reduce managerial position bias

Sunk Costs and the Depth and Probability of Technology Adoption

T. B. ASTEBRO

Journal of Industrial Economics

septembre 2004, vol. 52, n°3, pp.381-399

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

http://ssrn.com/abstract=595099


I propose that sunk costs of learning and the output over which these costs are spread determine the probability and depth of technology adoption. Depth of adoption describes the extent to which firms exploit the advantages of the technology. I find that plant size but not firm size predicts CAD and CNC adoption. Learning costs are lumpy, are closely connected to technology adoption and determine both the probability and depth of adoption. Depth of adoption is considerably more plant idiosyncratic than the decision to adopt.


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