Abstract
This study explores the interactive market behaviours by examining mimetic market entry. We develop several constructs that capture the structural properties of competitive environment faced by a focal firm, and suggest that these properties moderate firm's tendency to mimic through affecting the interfirm competitive and learning dynamics. Data on pharmaceutical drug manufactures during the period of 1993 to 2001 shows that a firm is more likely to diversify itself into a new market that has been served by many of existing competitors in its original markets. Moreover, two structural properties of competitive environment moderate a firm's tendency to mimic. Direct market encounter between a firm's competitors promotes mimetic entry, while similarity between a firm's competitors in terms of product-market profiles discourages mimicry.
| Original language | English |
|---|---|
| Title of host publication | Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006 |
| Publication status | Published - 2006 |
| Externally published | Yes |
| Event | 66th Annual Meeting of the Academy of Management, AOM 2006 - Atlanta, GA Duration: 2006 Aug 11 → 2006 Aug 16 |
Other
| Other | 66th Annual Meeting of the Academy of Management, AOM 2006 |
|---|---|
| City | Atlanta, GA |
| Period | 06/8/11 → 06/8/16 |
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ASJC Scopus subject areas
- Management Information Systems
- Management of Technology and Innovation
Cite this
Structure of competitive environment and mimetic market entry. / Hsieh, Kai Yu.
Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006. 2006.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution
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TY - GEN
T1 - Structure of competitive environment and mimetic market entry
AU - Hsieh, Kai Yu
PY - 2006
Y1 - 2006
N2 - This study explores the interactive market behaviours by examining mimetic market entry. We develop several constructs that capture the structural properties of competitive environment faced by a focal firm, and suggest that these properties moderate firm's tendency to mimic through affecting the interfirm competitive and learning dynamics. Data on pharmaceutical drug manufactures during the period of 1993 to 2001 shows that a firm is more likely to diversify itself into a new market that has been served by many of existing competitors in its original markets. Moreover, two structural properties of competitive environment moderate a firm's tendency to mimic. Direct market encounter between a firm's competitors promotes mimetic entry, while similarity between a firm's competitors in terms of product-market profiles discourages mimicry.
AB - This study explores the interactive market behaviours by examining mimetic market entry. We develop several constructs that capture the structural properties of competitive environment faced by a focal firm, and suggest that these properties moderate firm's tendency to mimic through affecting the interfirm competitive and learning dynamics. Data on pharmaceutical drug manufactures during the period of 1993 to 2001 shows that a firm is more likely to diversify itself into a new market that has been served by many of existing competitors in its original markets. Moreover, two structural properties of competitive environment moderate a firm's tendency to mimic. Direct market encounter between a firm's competitors promotes mimetic entry, while similarity between a firm's competitors in terms of product-market profiles discourages mimicry.
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M3 - Conference contribution
AN - SCOPUS:84858649985
BT - Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006
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