Sequencing and timing of strategic responses after industry disruption: evidence from post-deregulation competition in the U.S. railroad industry

This paper examines the sequencing and timing of firms’ strategic responses after significant industry disruption. We show that it is not the single strategic choice or response per se, but the sequencing and patterns of consecutive strategic responses that drive a firm’s adaptation and survival in the aftermath of a shift in the industry. We find that firms’ renewal efforts involved differential adaptability in finding balance at the juxtaposition of responding to demand-side pressures and choosing a path of new capability acquisition efficiently. Our study underscores the importance of taking a sequencing approach to studying strategic responses to industry disruption

Once bitten, not necessarily shy? Determinants of foreign market re-entry commitment strategies

We investigate foreign market re-entry commitment strategies, namely the changes in the modes of operation (commitment) undertaken by multinational enterprises (MNEs) as they return to foreign markets from which they had previously exited. We combine organisational learning theory with the institutional change literature to examine the antecedents of re-entry commitment strategies. From an analysis of 1,020 re-entry events between 1980 and 2016, we find that operation mode prior to exit is a strong predictor of subsequent re-entry mode. Contrary to the predictions of learning theory, we did not find support for the effect of experience accumulated during the initial market endeavour on the re-entry commitment strategies of MNEs. In turn, exit motives significantly impact on the re-entrants' decision to re-enter via a different mode of operation, by either increasing or decreasing their commitment to the market. We show that re-entrants do not replicate unsuccessful operation mode strategies if they had previously underperformed in the market. When favourable host institutional changes occur during the time-out period re-entrants tend to increase commitment in the host market irrespective of the degree of prior experience accumulated in the market

Learning races, patent races, and capital races: Strategic interaction and embeddedness within organizational fields

In this paper we examine how the pattern of strategic interactions between organizations is influenced by embeddedness within organizational fields. In particular, we discuss the impact of coercive, normative, and imitative processes on competition and cooperation. We focus our attention on two organizational populations embedded within larger organizational fields: biotechnology and credit unions. In the first section of the paper we describe competitive strategies (races and rivalry) and cooperative strategies (alliances and collaboration) in greater detail. We then turn to the composition of organizational fields and a brief discussion of the coercive, normative and imitative processes that can occur within organizational fields and the effects they can have on the pattern of strategic interaction. This discussion is followed by a description the fields involved in biotechnology and financial services. We then provide an overview of the empirical work on competitive and cooperative strategies among biotechnology firms ana credit unions. The paper ends with a discussion of the role of organizational embeddedness in shaping competitive interactions

What Ails Primary Credit Cooperatives in India?: A State Level Analysis

This paper analyses the factors governing loan recovery performance of the primary agricultural credit societies in 19 states of India during 1997–2005. The paper's main finding is that the government's contribution to equity capital of credit societies is detrimental to their recovery. Increase in member size and rising proportion of non-borrowing depositors also adversely affect their recovery. Comparative Economic Studies (2009) 51, 384–400. doi:10.1057/ces.2009.6; published online 14 May 2009