Research Seminars

Is Strategic Interaction important in Models of Entry ? Implications for Sustainability of Competitive Advantage

Speaker: Anup-Menon NANDIALATH
Fisher College of Business

3 March 2009 - From 13h30 (salle H010) to 19h

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Studies of competitive entry into new businesses, technological or international domains are
common in strategic management research. This research has provided important results
on the implications of market structure and heterogeneous resources for entry decisions.
But most such empirical studies are not modeled to accommodate strategic interaction and,
therefore, implicitly assume sustainability of competitive advantage upon entry. This is un-
fortunate since this setting also oers a fertile ground for the debate on sustainable vs. tem-
porary competitive advantage. Firm advantages could be temporary on account of strategic
interaction between entrants and incumbents as in a hypercompetitive environment. Previ-
ous research has been constrained by traditional empirical approaches which do not easily
permit the analysis of such strategic interactions. In this paper we propose a new empiri-
cal methodology to analyze entry decisions that allows the analysis of strategic interactions
while also taking into account resource heterogeneity among rms. Following the derivation
of this empirical model, we use simulated data to illustrate our results. We contrast the
use of our suggested approach with that used in previous research under dierent conditions
of sustainable or temporary advantages. It is shown that in conditions where rivals react
to outmaneuver entrants, traditional empirical approaches provide biased results. Future
studies can use our empirical model to answer fundamental questions about sustainability
of competitive advantage and rm entry in the strategic management literature.

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