We found a match
Your institution may have access to this item. Find your institution then sign in to continue.
- Title
Managerial Cognition and the Mimetic Adoption of Market Positions: What You See is What You Do.
- Authors
Greve, Henrich R.
- Abstract
Managers planning to abandon a market position need to find a promising alternative, and face a choice of inventing a new market position or entering an existing one. The great uncertainly on the consequences of different actions leads them to rely on other organizations for information on how to compete, making adoption of existing market positions likely. Their wish to avoid direct rivalry and maximize growth leads them to seek out information on new market positions with few incumbents. As a result, recently innovated market positions are mimetically adopted by organizations that can easily observe previous adoptions and see them as relevant to their market situations, increasing the market differentiation. This theory is tested and supported by analysis of the spread of new radio formats in the United States.
- Subjects
UNITED States; ORGANIZATIONAL change; COMPETITION; DECISION making; EXECUTIVE ability (Management); PRODUCT differentiation; MARKET positioning; MARKET entry; MARKET exit
- Publication
Strategic Management Journal (John Wiley & Sons, Inc.) - 1980 to 2009, 1998, Vol 19, Issue 10, p967
- ISSN
0143-2095
- Publication type
Article
- DOI
10.1002/(SICI)1097-0266(199810)19:10<967::AID-SMJ981>3.0.CO;2-L