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The Academy of Management Review Vol. 34, No. 3 (Jul., 2009) , pp. 423-441 (19 pages) Published By: Academy of Management https://www.jstor.org/stable/27760012 Abstract With its focus on product-market rivalry, competitive dynamics research fails to tell the whole story. We develop a theory of factor-market rivalry to shed light on atypical rivals and competitive blind spots. Focusing on resource versatility and mobility, the theory introduces dynamic constructs—resource discontinuities, leapfrogging, and captivity—and explains their role in triggering cascading effects. To illustrate the theory's conceptual utility, we apply the concepts of factor-market rivalry to mutual forbearance in multimarket competition. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Recommended textbook solutions
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Mathematics with Business Applications6th EditionMcGraw-Hill Education 3,760 solutions Business Math17th EditionMary Hansen 3,734 solutions Competitive rivalry is a measure of the extent of competition among existing firms. Intense rivalry can limit profits and lead to competitive moves, including price cutting, increased advertising expenditures, or spending on service/product improvements and innovation. Questions to ask include:
What are the factors which determine the nature of rivalry in an industry?A number of structural factors can affect industry rivalry:. Numerous or equally balanced competitors. ... . Slow industry growth. ... . High fixed or storage costs. ... . Lack of differentiation or switching costs. ... . Capacity increased in large increments. ... . Diverse competitors. ... . High strategic stakes. ... . High exit barriers.. What is rivalry among existing firms?Competitive rivalry is a measure of the extent of competition among existing firms. Intense rivalry can limit profits and lead to competitive moves, including price cutting, increased advertising expenditures, or spending on service/product improvements and innovation.
What factors make strong rivalry?What factors determine competitive rivalry?. Market saturation. ... . Slow market growth. ... . High overhead. ... . Lack of differentiation. ... . Low switching costs. ... . Supply and demand. ... . Business diversity. ... . Strategic planning.. What is rivalry among existing competitors example?It can be defined as the competition that goes on between firms as they try to increase their market share. For example, this can be viewed as the competition that the cooperative faces when members look elsewhere to gin their cotton, sell their products or purchase their supplies.
Which of the following factors is not the intensity of rivalry among existing firms?"Number of competing firms" decides the level and intensity of the rivalry as more firms will lead to more competition. However, "the product represents a high percentage of the buyer's cost" is not an aspect in considering the intensity of rivalry among existing firms.
Which of the following includes the industry environment of the business?The Business Sector/Industry Environment
It includes your customers/clients, suppliers and partners. It also includes competitors, those organisations that compete for your customers or offer alternative approaches to your services.
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Rivalry among existing firms the industry is attributable to the following factors
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