Competitive forces and strategic choice decisions.docx
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Competitiveforcesandstrategicchoicedecisions
Competitiveforcesandstrategicchoicedecisions:
AnexperimentalinvestigationintheUnitedStatesandJapan
MichaelSong, RogerJCalantone, CAnthonyDiBenedetto. StrategicManagementJournal. Chichester:
Oct2002. Vol. 23, Iss. 10; pg. 969
Abstract(ArticleSummary)
Managersoperateinacomplex,uncertainenvironmentandtendtoformsimplifiedmodelsinordertocopewiththisenvironmentandmakecompetitivestrategicdecisions.Thisstudyexaminethestrategicchoicedecision-makingprocessinfirmslocatedintheUSandJapan.Itdevelopsseveralmain-effectpropositionsregardingmanagerialselectionofcompetitivestrategies,dependingonthecompetitiveforcestheyarefacing.Thepaperproposesmaineffectduetocountyoforigin:
Japanesemanagerspreferacost-leadershipstrategymorethanAmericanmanagersdo.Theresearchfindingsindicatedthathighbuyerpowerandhighsubstitutionthreatwereassociatedwithapreferenceforcost-leadershipstrategies,andJapanesemanagersweresignificantlymorelikelytopreferacost-leadershipstrategythanUSmanagers.Thepaperalsofoundthat,underconditionsofhighbuyerpower,USmanagerswerelesslikelythanJapanesemanagerstoenteramarketwithadifferentiationorfocusstrategy.Littlesupportwasfoundforotherinteractionhypotheses,suggestingpointsofsimilaritybetweenUSandJapanesemanagers.
[Headnote]
Received14September1999
Finalrevisionreceived25March1999
[Headnote]
Keywords:
competitiveforces;decision-making;strategicchoice
[Headnote]
Managersoperateinacomplex,uncertainenvironmentandtendtoformsimplifiedmodelsinordertocopewiththisenvironmentandmakecompetitivestrategicdecisions(i.e.,costleadership,differentiation,orfocus).Inthisstudy,weuseanexperimentaldesigntoexaminethestrategicchoicedecision-makingprocessinfirmslocatedintheUnitedStatesandJapan.Wedevelopseveralmain-effectpropositionsregardingmanagerialselectionofcompetitivestrategies,dependingonthecompetitiveforces(buyerpower,threatofsubstitutes,threatofnewfirmentry,andhighintensityofrivalry)theyarefacing.Weproposeamaineffectduetocountryoforigin:
Japanesemanagerspreferacost-leadershipstrategymorethanAmericanmanagersdo.Wealsoproposeseveralinteractioneffectsregardingcross-nationaldifferencesinstrategyselectionbetweenJapaneseandU.S.managers.Totestourpropositions,wecollectedexperimentaldatafrom316U.S.executivesand459Japaneseexecutives.Weassessedrelativeimpactsofthecompetitiveforcesonstrategicdecision-makingusingamultilevelregressionanalysis.Theresearchfindingsindicatedthathighbuyerpowerandhighsubstitutionthreatwereassociatedwithapreferenceforcost-leadershipstrategies,andJapanesemanagersweresignificantlymorelikelytopreferacost-leadershipstrategythanU.S.managers.Wealsofoundthat,underconditionsofhighbuyerpower,U.S.managerswerelesslikelythanJapanesemanagerstoenteramarketwithadifferentiationorfocusstrategy.Wefoundlittlesupportforotherinteractionhypotheses,suggestingpointsofsimilaritybetweenU.S.andJapanesemanagers.Weconcludewithadiscussionoftheoreticalandmanagerialimplicationsofourresults.Copyright(c)2002JohnWiley&Sons,Ltd.
INTRODUCTION
Managersuse'mentalmodels'tosimplifyandunderstandthecompetitiveenvironmentwithinwhichtheywork(PoracandThomas,1990;Song,DiBenedetto,andZhao,1999).Intoday'sglobaleconomy,strategicdecisions,suchasachoiceofcompetitivestrategyformarketentry,maybemorecomplexsinceculturaltraitsinfluencemanagerialperceptionsandactions(Ralstonetal.,1993;Smith,Peterson,andWang,1996;Hittetal.,1997).Managersfromdifferentnationsmayusedifferentcriteriatoselectacompetitivestrategy,becausetheyusedifferent'mentalmodels.'Thatis,managerswillbemostawareoftheforcesthattheyexperienceintheirhomecountry,andmaybelessawareofforcesthatareblockedbyinstitutionalfactors.Theywill,therefore,placedifferentlevelsofimportanceonthecompetitiveforceswhenassessingtheenvironment,andmayconsequentlyviewagivenmarketopportunityasmoreorlessattractive.Veryfewstudieshaveexaminedtheentrystrategydecisionacrosscultures.
Inthisstudy,weseektodeterminehowmanagersfromboththeUnitedStatesandJapanmakestrategydecisionsgivendifferentcharacteristicsinthecompetitiveenvironment,whichwecharacterizeusingPorter's(1980)fivecompetitiveforcesmodel.Ourfocusisondecisionprocess,i.e.,howmanagersmakethesedecisionsandwhichcompetitivemarketforcestheyconsidermostimportant(seediscussioninBouldingetal.,1994).Wedevelopseveralmain-effectpropositionsrelatingthecompetitiveforceswithselectionofcompetitivestrategy(i.e.,costleadership,differentiation,orfocusstrategy).Wealsodevelopseveralpropositionsconcerningexpectedcrossnationaldifferencesindecision-making.Oneoftheseisamaineffect:
Japanesemanagerswillpreferacost-leadershipstrategy,whileU.S.managerswillprefertheothercompetitivestrategies.Toinvestigatefurtherthecross-nationaldifferences,wedevelopotherpropositionsthattesttheinteractionbetweenindividualcompetitiveforcesandcountryoforigin.
Totestourpropositions,wegatheredasampleof316U.S.and459Japanesemanagers.Wepresented16differentscenariosofcompetitivestructuretomembersofthesample,andelicitedtheirlikelihoodofimplementingdifferentcompetitivestrategies.Wecalculaterelativeimpactsofthecompetitiveforcesineachdecisionbasedonindividualmanagers'responsestothescenariospresented,andidentifysignificantmaineffectsandcross-nationaldifferencesintheseimpactsusingamultilevelregressionanalysis.
THEORYANDRESEARCHPROPOSITIONS
Managersmustdecide,earlyon,whichstrategicoptiontousewhenenteringanewmarket.Muchempiricalresearchofmanagerialdecisionmaking,suchasthestudiesderivedfromthePIMSdatabase(e.g.,Robinson,Fornell,andSullivan,1992;HuffandRobinson,1994)suggeststhatthestrategicdecisionsmadebymanagershavesubstantialimpactonlong-termfirmperformance.
Inordertomakesenseofthiscomplexenvironmentsurroundingthem,managerstendtoformsimplifiedinternalcognitiverepresentations(AlbaandHasher,1983;HillandLevenhagen,1995).Theserepresentationsaretheresultofinteractingwithand'experiencing'theenvironment.Usingtheirexperiencewithandunderstandingoftheenvironment,managersfocusoncertainpiecesofinformationthattheyjudgetobecritical,andmakedecisionsandmeasuretheirperformancebasedonthisinformation(PoracandThomas,1990).
ThePorterfiveforcesmodel(Porter,1980,1985)isfrequentlyusedinthemanagementliteraturetoassessthecompetitiveenvironment(e.g.,BouldingandStaelin,1993).Thebasiccompetitiveforcescomprisingthemodelaretherivalrybetweenexistingcompetitors,thethreatofnewentrants,thethreatofsubstituteproducts,thebargainingpowerofsuppliers,andthebargainingpowerofbuyers.Theobjectiveinsettingcompetitivestrategyistoseekapositioninwhichthesefiveforcesdothefirmthemostgoodorcauseittheleastharm(Porter,1980).Toovercomethesecompetitiveforcesandsucceedinthelongterm,managementcanselectfromseveralcompetitivestrategies:
costleadership,differentiation,orfocus.Thesearenotmutuallyexclusive,asfirmscancombinestrategies(e.g.,differentiatorscanusecostleadershipstrategies).
Weexpectthateachofthecompetitiveforceswillaffectthelikelihoodsofselectingfromamongthecompetitivestrategies.First,highlevelsofbuyerpowerwilllimitafirm'sabilitytochargehigherprices,asmorepowerfulbuyerswillbeabletodemandpriceconcessionsfromtheirsuppliers(SchererandRoss,1990).Thusthefirmmustseektoreducecostsinordertoearnabove-averageprofitsifbuyerpowerishigh.Secondly,ahighthreatofsubstitutionimpliesthatanalternativeproducttypeoffersapriceorperformancebenefitandlimitsindustryprofitability.Thefirmcanearnsatisfactoryprofitswhileundercuttinganypotentialcompetitoronpricebypursuingacost-leadershipstrategy.Thus,byreducingthealternativeproducttype'spriceadvantage,thefirmprotectsitselffromattackinthelongterm(SchererandRoss,1990;Porter,1980).
Thethreatofentrybynewfirmsishighestduringthehighgrowthphaseoftheproductlifecycle,asdemandincreases,newmarketsegmentsemerge,andnewentrantsstakeaclaimintheemergingmarket.Atthispoint,thecompetitivefocusshiftsfromprimarytoselectivedemand,andfirms(includingtheincumbent)differentiatetheirproductsonattributesdeemedimportantbycertaincustomersegments(UtterbackandAbernathy,1975;Mansfield,1986,1993).Finally,competitiveintensityislikelytobehighestduringmaturity/latematuritystagesoftheproductlifecycle,ascompetitionforselectivedemandintensifiesandincreasinglylargesumsarespentonincrementalproductinnovationsandcommunicationsprograms(Kotler,2000;Robinson,1969).Duringthistimeofintensecompetition,firmswillseektodifferentiatetheirofferings,orfocusonprotected,profitableniches.Theseconsiderationsmaybeexpressedasaseriesofmaineffectpropositions:
Proposition1:
Managersaremorelikelytopreferacost-leadershipcompetitivestrategywhenfacingascenarioofhighbuyerpower,otherthingsbeingequal.
Proposition2:
Managersaremorelikelytopreferacost-leadershipcompetitivestrategywhenfacingascenarioof
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