Learning about challengers

We examine a political agency problem in repeated elections where an incumbent runs against a challenger from the opposing party, whose policy preferences are unknown by voters. We first ask: do voters benefit from attracting a pool of challengers with more moderate ideologies? When voters and politicians are patient, moderating the ideology distribution of centrist and moderate politicians (those close to the median voter) reduces voter welfare by reducing an extreme incumbent's incentives to compromise. We then ask: do voters benefit from informative signals about a challenger's true ideology? We prove that giving voters informative, but sufficiently noisy, signals always harm voters, because they make it harder for incumbents to secure re-election

Competitive Pressure: Competitive Dynamics as Reactions to Multiple Rivals

Competitive dynamics research has focused primarily on interactions between dyads of firms. Drawing on the awareness-motivation-capability framework and strategic group theory we extend this by proposing that firms’ actions are influenced by perceived competitive pressure resulting from actions by several rivals. We predict that firms’ action magnitude is influenced by the total number of rival actions accumulating in the market, and that this effect is moderated by strategic group membership. We test this using data on the German mobile telephony market and find them supported: the magnitude of firm’s actions is influenced by a buildup of actions by multiple rivals, and firms react more strongly to strategically similar rivals

The Dynamics of International Market Withdrawal

This study focuses on the decision-making process of international market withdrawal within the scope of international market portfolio management. A comparative study of eight withdrawal cases in four multinational firms results in a six-phased decision-making model that is driven by threat-rigidity behavior, failure-induced learning and political dynamics. Two types of international market withdrawal are identified. On the one hand, a tactical withdrawal is the outcome of threat-rigidity and exploitative learning at the level of executive management. A strategic withdrawal, on the other hand, is characterized by a process of failure-induced exploratory learning initiated by middle level challengers. In contrast to a tactical withdrawal, which remains an isolated decision and does not interfere with other international ventures of the business unit, a strategic withdrawal turns out to be a germ of strategic (re)orientation of the business unit’s entire international market portfolio. Whether a market withdrawal turns out to be tactical or strategic ultimately depends on the autonomy, the amount and the relevance of challengers’ market and business knowledge.Economics ;

Building knowledge for Aboriginal and Torres Strait Islander remote tourism: key visitor markets and opportunities in remote Australia

This report  provides an overview of various visitor markets relevant to remote Aboriginal and Torres Strait Islander people involved in tourism. The report accumulates this information for CRC-REP stakeholders to update existing market knowledge and stimulate remote Aboriginal and Torres Strait Islander people to consider broad development opportunities based on accessible visitor segments. The report divides the market descriptions into two categories: Aboriginal and Torres Strait Islander tourism, and remote tourism. The third section of the report provides a snapshot of visitor segments in three different destination regions of remote Australia.Aboriginal and Torres Strait Islander tourism market segments include international and domestic visitors, with the key international visitor markets including Germany, Japan, the United Kingdom, the United States and South Korea. Visitor numbers from many of these countries have reduced in recent years, and overall international Aboriginal and Torres Strait Islander tourism visitor numbers have also declined. However, there has been growth in visitors from China. Statistics and research about domestic markets for Aboriginal and Torres Strait Islander tourism show that this segment has also recorded a downward trend in recent years. Other challenges for the domestic market include matching Aboriginal tourism experiences with domestic visitor expectations.The report also draws attention to a range of remote tourism visitor segments, including four-wheel drivers, caravanners and campers, grey nomads, volunteers, wildlife visitors, fishing enthusiasts and ecotourists. The needs of each segment offer diverse tourism development opportunities, and the information in this report may stimulate Aboriginal and Torres Strait Islander people involved in tourism to cater to segments accessible in their regions. Finally, the report discusses visitor segments in three destination regions of remote Australia. It highlights that while different regions can share some visitor segments, the diversity of remote Australia requires decision making that combines localised insight with an understanding of remote tourism.Although it presents a brief outline of many remote visitor segments, this report is unable to specify visitor segments and tourism initiatives relevant to every destination region of remote Australia, because decision makers must determine the unique tourism potential specific to their region

Competitive Pressure: Competitive Dynamics as Reactions to Multiple Rivals

Competitive dynamics research has focused primarily on interactions between dyads of firms. Drawing on the awareness-motivation-capability framework and strategic group theory we extend this by proposing that firms’ actions are influenced by perceived competitive pressure resulting from actions by several rivals. We predict that firms’ action magnitude is influenced by the total number of rival actions accumulating in the market, and that this effect is moderated by strategic group membership. We test this using data on the German mobile telephony market and find them supported: the magnitude of firm’s actions is influenced by a buildup of actions by multiple rivals, and firms react more strongly to strategically similar rivals.Competitive rivalry; competitive dynamics; strategic groups; mobile telecommunications