Session 4

Competition and Adaptation

Track A

Date: Saturday, December 15, 2012

 

Time: 11:15 – 12:30

Paper

Room: Meeting Room 230A


Session Chair:

  • Hong Zhu, Peking University

Title: Competition-Driven Repositioning: An Empirical Analysis of the Chinese State-Owned TV Industry

Authors

  • Richard D. Wang, University of Minnesota
  • J Myles Shaver, University of Minnesota

Abstract: We study competition between Chinese state-owned enterprises (SOEs) at the central and provincial levels. Central government SOEs have greater resources than provincial SOEs. Therefore, how provincial SOEs position strategically has direct implications on performance, government policy, and the Chinese business ecosystem. We analyze product repositioning strategy in the state-owned television industry where provincial satellite channels compete in the presence of the China Central Television (CCTV). We show that product shifts by CCTV that increase competitive pressures on the satellite channels cause the latter to reposition their product portfolios. We also highlight the contingent nature of this effect, with the extent of strategy change depending upon organizational abilities, market constraints and opportunity costs. More generally, our findings contribute to the existing literature on repositioning strategy.

Title: Competitive Aggressiveness and Performance of Developed Country-Based Firms in the Chinese Emerging Economy

Authors

  • Claudio Giachetti, Ca' Foscari University of Venice

Abstract: Competitive aggressiveness reflects how forcefully a firm engages rivals in a competitive environment. Competitive dynamics scholars have shown that firms that carry out forcefully a broad, complex repertoire of actions experience better performance than firms that carry out a narrow, simple repertoire. Although competitive dynamics research has established a positive relationship between competitive aggressiveness and performance, most empirical studies have been conducted within the marketplace of developed countries. We found there is a lack of evidence testing the competitive aggressiveness–performance relationship from the perspective of firms based in developed countries entering and competing in emerging economies. We test this relationship with a sample of 75 Italian firms entered and competing in the Chinese market within the 2001–2010 time period.

Title: Dancing with Elephants: An Organization Ecology View on Positional Strategy of Newcomers

Authors

  • Yinmeng Zhou, Peking University
  • Xu Han, University of Pennsylvania

Abstract: Rather than looking inside the firm, this paper will adopt an “outside” view and tries to explain the performance variation of new entrants by looking at their relationships with established firms. This paper will use organization ecology as a useful tool to examine how performance of organizations in one population (new entrants) is affected by their relationship with organizations in another population (established firms). On the one hand, new entrants face tough competition from established firms when their markets overlap. On the other hand, new entrants can benefit from the growth of established firms when their markets are complementary to each other. In this case, the benefit of new entrants depends on both the number of established firms in the complementary market and how complementary the two markets are. Hence we propose a multi-industry sample to examine how established firms in the complementary industry affect the performance of new entrants.

Title: The Influence of Organizational Routines to Adaptive Capability in the Creation of Organization Performance

Authors

  • Lily Johanes Sudhartio, University of Indonesia
  • Christine Siagian, University of Indonesia

Abstract: The dynamic of market nowadays is being the issue of every organization in gaining sustainable competitive advantage. In the high debate of traditional concepts and negative views of organizational routines, prior research had found that ostensive and performative routines as the basis of dynamic organizational routines can establish the flexibility and dynamic adaptive capability within the organization, especially in the making of organizational learning. However, this dynamic capability in the organization can also bring the organization to be core rigidity in the routines. Taking the financial and non-financial as the indicators of firm's performance, this paper will do a research the influence of ostensive and performative routines in creating core rigidity and adaptive capability in the organization.

All Sessions in Track A...

Sat: 09:00 – 09:30
Session 35: Conference Welcome
Sat: 09:30 – 10:45
Session 30: Keynote Plenary Panel: Competing and Cooperating in and for China
Sat: 11:15 – 12:30
Session 4: Competition and Adaptation
Session 11: Firm Boundaries and Growth
Session 19: Global Strategy
Session 26: Entrepreneurship in China
Sat: 13:45 – 15:00
Session 31: Plenary Panel II: Collaborative Strategies in and for China
Sat: 15:30 – 16:45
Session 6: CSR and Sustainable Development
Session 7: Entrepreneurship
Session 9: Executives and Incentives
Session 22: Panel: Innovation
Session 24: Managing Innovation Strategies
Sat: 17:00 – 18:15
Session 5: Corporate Governance
Session 8: Evolution and Ecosystems
Session 10: FDI
Session 12: Innovation Strategy
Session 27: FDI and Institutions
Sun: 09:00 – 10:15
Session 32: Plenary Panel III: Corporate Governance and Executive Leadership in the Age of Globalization
Sun: 10:45 – 12:00
Session 13: Institutions
Session 15: Internationalization II
Session 16: Networks
Session 29: Resources and Capabilities
Sun: 13:45 – 15:00
Session 33: Plenary Panel IV: Strategic Management Research in China - What is Next?
Sun: 15:30 – 16:45
Session 3: Alliances and Cooperation
Session 14: Internationalization I
Session 17: Social Capital
Session 28: Governance, Knowledge, and Cooperation
Sun: 17:00 – 18:00
Session 34: Executives Plenary Panel: Innovation Strategy in China


Strategic Management Society

China