Technological advantage,alliances with customers,local knowledge and competitor identification |
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Authors: | Jie Wu Paul Olk |
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Affiliation: | 1. Leeds University Business School, University of Leeds, Leeds LS2 9JT, UK;2. Faculty of Business Administration, University of Macau, Macau;3. Department of Management, Daniels College of Business, University of Denver, 2101 S. University Blvd., Denver, CO 80208-8921, USA |
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Abstract: | Research typically studies competitor identification in stable markets and seldom considers possible antecedents in a dynamic context. To address this situation, this study combines a relational view, a capability-based approach, and a managerial cognition view to predict competitor identification. The hypotheses concern how a firm's customer ties, technological advantage, their interaction, and top manager's local knowledge influence competitor identification. Using a sample of 1348 firms across manufacturing and servicing sectors in China, we find that strong customer ties have a positive impact on competitor identification, firm-specific technological advantage has a negative impact, and the interaction of the two positively relates to competitor identification as does having greater local knowledge. These results suggest that a relational view, a capability-based view and a managerial cognition view complement one another in determining competitor identification in a dynamic environment. |
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Keywords: | Competitor identification Customer ties Firm capabilities Local knowledge Turbulent environment China |
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