Do you see them coming? : antecedents and consequences of firms' attention to nontraditional competitors
- Song, Jinyuan
- [University Park, Pennsylvania] : Pennsylvania State University, 2019.
- Physical Description:
- 1 electronic document
- Additional Creators:
- Tsai, Wenpin
- Restrictions on Access:
- Restricted (Penn State Only).
- In this dissertation, I examine the antecedents and consequences of firms attention to nontraditional competitors (including entrepreneurial and outside-industry competitors that are not on the immediate radar of the focal firms) by studying the executive characteristics that shape firms attention to nontraditional competitors and the role of this attention in directing firms competitive actions in response to such threats. Extending the attention-based view, I argue that executives prior experience and network positions are critical in shaping firms attention to nontraditional competitors, and that those firms who attend to the new threats tend to act on the competition. Using data collected from the computer and telecommunication industries from 20022015, I show that firms that have more executives who have significant career variety, are newly appointed from outside, or occupy network brokerage positions are likely to pay attention to nontraditional competitors. I also find that attention to nontraditional competitors and attention to traditional competitors are driven by different factors. In particular, having more broker executives, the executives who occupy network brokerage positions, is found to have a positive impact on firms attention to nontraditional competitors but a negative impact on firms attention to traditional competitors. My research also suggests that, compared to firms consistent competitive actions taken in response to the competition posed by traditional competitors, there is likely to be a discrepancy between firms behavioral (what firms do in response to their competitors) and verbal (what firms say about their competitors in public) attacks in handling competition from nontraditional competitors. The likelihood of this discrepancy can be reduced if a firm experiences high competitive tension with its nontraditional competitors. My findings suggest an interesting dilemma for firms trying to assemble a top management team that is able to address both traditional and nontraditional competitors and show the different dynamics in responding to traditional competitors versus nontraditional competitors.
- Dissertation Note:
- Ph.D. Pennsylvania State University 2019.
- Technical Details:
- The full text of the dissertation is available as an Adobe Acrobat .pdf file ; Adobe Acrobat Reader required to view the file.
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