The Heterogeneity of Competitive Forces: The Impact of Competition for Resources on United Way Fundraising

2017 ◽  
Vol 46 (5) ◽  
pp. 897-921 ◽  
Author(s):  
Laurie E. Paarlberg ◽  
Hyunseok Hwang
Keyword(s):  
United Way ◽  
The Impact ◽  
Competitive Forces ◽  
Competition For Resources

Trends in the United States Mobile Wireless Industry and the Impact of a Merger of AT&T and T-Mobile on the Trends and Overall Competitiveness of the Wireless Industry

2012 ◽  
pp. 39-54
Author(s):  
John B. Meisel ◽  
John Navin ◽  
Timothy S. Sullivan
Keyword(s):  
United States ◽  
The United States ◽  
Federal Communications Commission ◽  
Electromagnetic Spectrum ◽  
Horizontal Merger ◽  
Mobile Wireless ◽  
Communications Services ◽  
The Impact ◽  
Competitive Forces ◽  
Wireless Industry

Thirty years ago, the United States Federal Communications Commission (FCC) gave birth to the mobile wireless industry by granting two licenses in each cellular geographic market across the United States. In the next three decades the FCC continually provided more access to the electromagnetic spectrum which is a critical input for the provision of mobile wireless communications services to, in part, promote a more competitive market structure in the mobile wireless industry. One objective of this chapter is to describe and analyze the trends in the overall competitiveness of the mobile wireless market during this time by utilizing a modified Porter competitive forces framework. This analysis will be supplemented with an analysis of the most recent proposed merger in the mobile wireless industry – between AT&T and T-Mobile. The proposed merger is an example of a continuing trend in the industry, consolidation of national mobile wireless carriers. This chapter will analyze the impact of proposed merger on the ability of the remaining mobile wireless carriers to constrain the market power of the national wireless carriers in the industry. Specifically, the arguments for and against the merger by major stakeholders are reviewed. There are signs that the mobile wireless industry may return to a duopoly structure. Recommendations regarding the horizontal merger will be offered.

Measuring the effectiveness of managerial action in SMEs

2007 ◽  
Vol 30 (12) ◽  
pp. 892-914 ◽  
Author(s):  
Glenn A. Metts
Keyword(s):  
Indirect Effects ◽  
Equation Modeling ◽  
Direct And Indirect Effects ◽  
Manufacturing Companies ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Managerial Action ◽  
The Impact ◽  
Competitive Forces ◽  
Strategy Making

PurposeThe paper's purpose is to investigate the direct and indirect effects of industry competitive forces on strategy‐making and performance in small‐to‐medium‐sized manufacturing companies.Design/methodology/approachThe paper's approach is a survey design with structural equation modeling used for hypotheses testing.FindingsThe findings provide strong support for the mitigating role of managerial action through the strategy‐making process and indications that this is true regardless of small‐to‐medium‐sized enterprise (SME) size. Also, automotive‐manufacturing SMEs seem to exhibit higher levels of competitive factors compared with non‐automotive manufacturing SMEs.Research limitations/implicationsThe major limitation of this research is that the survey was taken in the Mid‐western USA and involved only SME manufacturing organizations. The research should be extended to other geographic regions, industry types, and larger organizations.Practical implicationsMany small company managers feel that they have little impact on industry‐wide macro‐economic and industry‐specific forces. This research indicates that managers in SMEs can mitigate some of the negative effects of industry competitive factors through strategy‐making activities.Originality/valueThis research is unique in several ways. It is the only research that has clearly identified and successfully measured the impact of managerial action in SMEs. It demonstrates that managerial action can be measured by comparing the direct and indirect effects of industry competitive forces on performance. It further identifies the need for a self‐assessment tool to measure the effectiveness of managerial action of top managers in SMEs.

Guest Editor's Introduction to Symposium

2009 ◽  
Vol 4 (1) ◽  
pp. 25-26
Author(s):  
Jill J. McCluskey
Keyword(s):  
Consumer Preferences ◽  
Agricultural Economics ◽  
State University ◽  
Wine Quality ◽  
Washington State University ◽  
Competitive Firm ◽  
The Impact ◽  
Competitive Forces ◽  
Special Symposium ◽  
Wine Markets

The articles in this symposium analyze the economics of evolving international wine markets, including issues associated with taxes, measures of quality, reputation, consumer preferences, globalization, and emerging markets in China. This special symposium consists of peer-reviewed papers presented at the “Competitive Forces Affecting the Wine and Winegrape Industries: An International Conference on World Wine Markets,” sponsored by the Washington State University Impact Center, the Center for Wine Economics and Business of the Robert Mondavi Institute for Wine and Food Sciences and the Giannini Foundation of Agricultural Economics, University of California, in Davis, California, August 8–10, 2007, and the American Association of Wine Economists in Portland, Oregon, August 14–16, 2008.The first paper, by Rachael Goodhue, Jeffrey LaFrance and Leo Simon, provides a theoretical analysis of the impact of taxes on the quantity and quality produced by a competitive firm of goods like wine for which market value. They consider the effects of various tax systems on wine quality and quantity distortions.

scholarly journals Pure Versus Hybrid Competitive Strategy: Evidence from Tunisian Manufacturing Industries

2021 ◽  
Vol 17 (7) ◽  
pp. 1
Author(s):  
Asma Zgarni ◽  
Lamia Gharbi
Keyword(s):  
Competitive Strategy ◽  
Manufacturing Industry ◽  
Manufacturing Industries ◽  
Internal Factors ◽  
Strategic Capabilities ◽  
The Impact ◽  
Competitive Forces ◽  
Pure Versus

This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.

scholarly journals The Impact of Industry Variables on Company`s Performance

2017 ◽  
Vol 8 (1) ◽  
pp. 202-209
Author(s):  
Enida Pulaj
Keyword(s):  
Organizational Performance ◽  
Primary Data ◽  
Business World ◽  
Construction Companies ◽  
Major Development ◽  
High Level ◽  
S Model ◽  
The Impact ◽  
The Relationship ◽  
Competitive Forces

Abstract Everywhere, in the business world and not only, we speak about the competitiveness. And while talking about this concept, it seems appropriate to explain what the competitiveness is and how it influences the organizational performance. Nowadays, there has been a growing intensity of competition in all business areas and this has resulted in a greater attention to analyze the competitive behavior under environmental dynamics and complexity. The industry is the "arena" where starts and applies every company`s activity. Usually, facing the high level of competition, it is necessary to study all the variables which influence the organization in order to achieve goals such as: the profitability and ensuring organization`s longevity. The purpose of this paper is to examine the relationship between industry forces and organizational performance to test the applicability of Porter`s model explaining the differences in the performance of construction companies. The methodology used is in the function of links between variables that characterize the industry and the realized performance, expressed through overall performance. The primary data collection was conducted through a questionnaire. Besides the demographic characteristics of the sample, the questionnaire as well aims to collect information on a high number of variables. Geographically, the companies participated by completed the questionnaire, were performing their business activity in Vlora region (such as Vlora city, Orikum and Himara), covering areas where construction sectors had the major development, including urban and coastline areas. The processing data collected via questionnaire shows that the construction industry is characterized by a high level of competitiveness and market fragmentation.Through the empirical analysis of competitive forces, the study contributes to the specific orientation that investors and managers should have when they face a high rivalry among companies.

A focused supply chain strategy for luxury fashion management

2017 ◽  
Vol 21 (4) ◽  
pp. 544-563 ◽  
Author(s):  
Alessandro Brun ◽  
Cecilia Castelli ◽  
Hakan Karaosman
Keyword(s):  
Delphi Study ◽  
Success Factors ◽  
Profile Analysis ◽  
Extensive Literature ◽  
Supply Networks ◽  
Content Type ◽  
Supply Chain Strategy ◽  
United Way ◽  
Retail Channel ◽  
The Impact

Purpose Globalization and advanced manufacturing capabilities changed industrial dynamics. To this end, not only were new retail concepts developed to broaden the distribution toward larger consumer bases, but alternative ways were also sought to reorganize supply networks for a balance between local and global production. Yet, the choice of supply network configurations must be coherent with a fashion companies’ critical success factors. Hence, it is pivotal to understand how such large brand portfolios and global supply networks could be effectively managed in a united way. In this vein, the purpose of this paper is to explain how the triplet of product, brand, and retail channel could affect SC performance, and how the positioning of a luxury company could depend on managerial attitudes. Design/methodology/approach Subsequent to an extensive literature review, 30 most frequently quoted key performance indicators (KPIs) were derived. A Delphi study was then employed to reach a consensus and 17 key KPIs were derived considering the key SC performance areas and marketing dimensions. Survey technique was deployed to examine the impact of strategic combinations of product, brand, and retail channel on SC strategy. Survey results were analyzed through factor analysis where five principal components emerged to represent performance areas. ANOVA technique was then employed to explore the dependence between product-brand-retail channel and key performance areas. Findings Brand, retail channel, and product directly affect operational performance. The positioning of a fashion company would depend on its management attitude toward strategy segmentation and considered stage of the SC. The respondents’ profile analysis further showed a preference to segment the SC based on products. Interestingly, this finding is not aligned with earlier research (Brun and Castelli, 2008) suggesting that the brand was to become the most relevant driver for SC segmentation. Originality/value Academic development and empirical testing is rather rare in the luxury fashion context. Undeniably, SC strategies represent a very relevant issue for fashion companies, and the present study could be considered a first statistical step toward SC segmentation for luxury fashion companies.

scholarly journals IMPACT OF COMPETITIVE FORCES TO THE CONTRACTORS IN SRI LANKA: AN INDUSTRY ANALYSIS USING PORTER’S FIVE FORCES

2020 ◽  
Author(s):  
P.K.G. INDRARATHNE ◽  
◽  
K.A.T.O. RANADEWA ◽  
V.G. SHANIKA ◽  
◽  
...  
Keyword(s):  
Sri Lanka ◽  
Construction Industry ◽  
Capital Investment ◽  
Business Environment ◽  
Resource Scarcity ◽  
Defensive Strategies ◽  
The Impact ◽  
Competitive Forces ◽  
Competitive Nature ◽  
Significant Factors

The nature of the business environment is very complex in the construction industry. Huge capital investment, supply chain management, resource scarcity and uncertainty create a multifaceted background along with impressive external environmental impacts. Thus, contracting organizations are highly influenced by the competitive nature of the construction industry. Hence identifying the impact of competitive forces to the contractors in Sri Lanka is identified as vital. Besides, Porter’s five competitive forces model is grounded to interpret the competition through external environment and it denotes that there are five forces which can affect to the competition of an industry; new entrants, suppliers, buyers, substitutes and the existing competitors. Thus, the research leads to examine the impact of competitive forces to the contractors in Sri Lanka using a comprehensive Porter’s Five Forces analysis. The research employs a quantitative approach consisting of preliminary survey of experts and questionnaire survey with the participation of construction experts in Sri Lanka. In order to analyse the collected data, statistical tools such as RII method and measurements of central tendency were employed. The results of the analysis elicited 28 significant factors that determine the power of the five competitive forces on local contractors. Accordingly, the final outlined Porter’s five forces analysis matrix enables the contractors to analyse the impact of each competitive force through identified determinant factors which would provide a proper guidance on determining necessary offensive or defensive strategies to be taken to survive in the market.

Outsourcing Decisions

2001 ◽  
pp. 150-168
Author(s):  
Anne L. Powell
Keyword(s):  
Information Systems ◽  
Organizational Effectiveness ◽  
Important Variable ◽  
End User ◽  
Outsourcing Decision ◽  
The Impact ◽  
Competitive Forces

It is no longer questioned that the management of information systems (MIS) is an important variable when studying organizational effectiveness and competitiveness. There have been numerous studies on how information systems (IS) can be used by organizations for strategic purposes, yet actual experiences of an organization’s use of IS have often been less than satisfactory. Problems with cost, quality, and IS performance, as well as unfavorable end-user—IS relations are frequently reported. Partially because of these problems, the outsourcing of IS functions has become increasingly common. Outsourcing IS functions provides advantages to an organization but it may also create a new set of problems if the impact of the outsourcing decision to the organization as a whole is not fully considered. This chapter reviews the strategic use of IS in organizations, discusses the growing popularity of outsourcing IS functions, and uses Porter’s model of five competitive forces to provide a different viewpoint on the decision to outsource.

Strategy Formulation Features in a Changing Techno-Economic Paradigm

2016 ◽  
Vol 4 (4) ◽  
pp. 59-63
Author(s):  
Гераськина ◽  
A. Geraskina
Keyword(s):  
Consumer Preferences ◽  
Technological Changes ◽  
Strategy Formulation ◽  
Diversification Strategy ◽  
Economic Paradigm ◽  
Market Organization ◽  
The Impact ◽  
Competitive Forces

The paper proposes approaches to the construction of the organization´s strategy during the change of technological structures. It proposed to assess the risk of the organization during the formation of the new technological order as the sum of the five competitive forces M. Porter and the indicator that takes into account the impact of the macro environment. The necessity to plan the development of the market organization, taking into account proposals from Chan Kim, Renee Moborn division of consumers into three main types is showen. Based on this model, you need to build a market diversification strategy. The advantage of this model is the flexibility to expand the boundaries of the market, taking into account technological changes and changes in consumer preferences.

scholarly journals Determining species expansion and extinction possibilities using probabilistic and graphical models

2015 ◽  
Vol 34 (2) ◽  
pp. 111-120
Author(s):  
Rajesh Chaturvedi ◽  
P. Rama Chandra Prasad
Keyword(s):  
Plant Species ◽  
Graphical Models ◽  
Anthropogenic Activities ◽  
Biological Systems ◽  
Anthropogenic Disturbances ◽  
Species Survival ◽  
Species Expansion ◽  
Probability Of Extinction ◽  
The Impact ◽  
Competition For Resources

AbstractSurvival of plant species is governed by a number of functions. The participation of each function in species survival and the impact of the contrary behaviour of the species vary from function to function. The probability of extinction of species varies in all such scenarios and has to be calculated separately. Secondly, species follow different patterns of dispersal and localisation at different stages of occupancy state of the site, therefore, the scenarios of competition for resources with climatic shifts leading to deterioration and loss of biodiversity resulting in extinction needs to be studied. Furthermore, most possible deviations of species from climax community states needs to be calculated before species become extinct due to sudden environmental disruption. Globally, various types of anthropogenic disturbances threaten the diversity of biological systems. The impact of these anthropogenic activities needs to be analysed to identify extinction patterns with respect to these activities. All the analyses mentioned above have been tried to be achieved through probabilistic or graphical models in this study.

Sign in / Sign up

Export Citation Format

Share Document