Competitive Positioning Withing and Across a Strategic Group Structure: The Performance of Core, Secondary, and Solitary Firms

By Gerry McNamara, David L. Deephouse, R. Luce. 2002

271 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b338b49c2c5a91e9ba169649d3bec5b62e50e3a4

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Citations in the corpus

Optimal distinctiveness: Broadening the interface between institutional theory and strategic management (2017, background): “Research has also shown that managerial success in balancing these competing forces is associated with a variety of organizational outcomes such as strategic alliance stability (Das and Teng, 2000), return on assets (McNamara et al., 2003), market entry (Stephan et al.”
Categories and Competition (2017, background): “Retrospective accounts of the merger suggest that executives from both companies perceived the two firms as highly compatible because they operated in different market subcategories (e.g., Meyer et al., 2005).”
Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011, background): “…in the degree to which they identify or are associated with a strategy: some firms follow the strategy closely and can be considered " core " firms, but others follow the strategy less closely and can be categorized as secondary or " peripheral " (McNamara et al., 2003; Peteraf & Shanley, 1997).”
Firm, strategic group, and industry influences on performance (2007, background): “There is a 20-year tradition of examining the multilevel determinants of performance dating back to Schmalensee’s (1985) pioneering efforts.”
Ownership Types and Strategic Groups in an Emerging Economy (2004, background): “Given the organizational diversity in these countries, it may be interesting to explore strategic groups within each ownership group (Luo and Park, 2001; McNamara et al., 2003 ).”
Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity (2007, background): “Because we were interested in individual firms’ evaluations of the rivalry, or competitive intensity, they encountered, the perceived number of significant competitors in a strategic group was an appropriate indicator (Barnett, 1997; McNamara et al., 2003).”
Local Density and Foreign Subsidiary Performance (2006, background): “The strategic conformity literature deals with firms in a domestic context (Deephouse, 1999; Mezias & Mezias, 2000; McNamara et al., 2003), but its arguments can be readily extended to the international level.”