scholarly journals Multimarket Contact Externalities: The Effect of Rivals' Multimarket Contacts on Focal Firm Performance

2013 ◽  
Author(s):  
Jaime Gomez ◽  
Raquel Orcos ◽  
Sergio Palomas
Keyword(s):  
Firm Performance ◽  
Multimarket Contact ◽  
Focal Firm

Competing and cooperating globally: how firms’ multimarket contact relates to joint price elevation in coopetition networks

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yu-Ching Chiao ◽  
Chun-Chien Lin ◽  
Chun-Ju Huang
Keyword(s):  
Degree Centrality ◽  
Interfirm Relationships ◽  
Shipping Industry ◽  
Multimarket Contact ◽  
Content Type ◽  
Subsequent Performance ◽  
Structural Hole ◽  
Oligopolistic Markets ◽  
Focal Firm ◽  
Content Analysis Method

Purpose This study aims to draw attention to the familiarity effect among international multimarket contact (MMC) firms on coopetition in the global container shipping industry and to better understand the contingency model of structural holes and in-degree centrality on joint price elevation actions and subsequent performance. Design/methodology/approach Drawing on competitive dynamics and the literature on networks, a panel data model is developed from 6,489 competitive and 7,146 cooperative actions of the top 21 shipping firms in 18 global arenas with a structured content analysis method being applied. Findings Stronger MMC by firms requires increased levels of cooperative actions to elevate prices. This coopetition relationship is enhanced or weakened when the focal firm occupies a higher level of structural hole or position of competitive in-degree centrality. Practical implications Shipping liners seeking to cooperate with joint action in oligopolistic markets are offered guidelines and strategies to increase their performance through their actions. Originality/value This study contributes to the literature on coopetition networks by further analyzing interfirm relationships and interactions that enhance performance, while exploring network positioning strategies to mitigate risks.

Do external diversity practices boost focal firm performance? The case of supplier diversity

2014 ◽  
Vol 26 (17) ◽  
pp. 2227-2247 ◽  
Author(s):  
Orlando C. Richard ◽  
Weichieh Su ◽  
Mike W. Peng ◽  
Carliss D. Miller
Keyword(s):  
Firm Performance ◽  
Supplier Diversity ◽  
Focal Firm

Multimarket Contact, Economies of Scope, and Firm Performance

1999 ◽  
Vol 42 (3) ◽  
pp. 239-259 ◽  
Author(s):  
Javier Gimeno ◽  
Carolyn Y. Woo
Keyword(s):  
Firm Performance ◽  
Economies Of Scope ◽  
Multimarket Contact

scholarly journals Multimarket contact and firm performance: The moderating effect of Confucian culture

2011 ◽  
Vol 5 (1) ◽  
pp. 45-62
Author(s):  
Guiyao Tang ◽  
Ji Li ◽  
Xinran Wang
Keyword(s):  
Firm Performance ◽  
Moderating Effect ◽  
Confucian Culture ◽  
Multimarket Contact

scholarly journals The Impact of Online Media Big Data on Firm Performance: Based on Grey Relation Entropy Method

2020 ◽  
Vol 2020 ◽  
pp. 1-7
Author(s):  
Hai-qing Qin ◽  
Zhen-hui Li ◽  
Jia-jia Yang
Keyword(s):  
Big Data ◽  
Firm Performance ◽  
Media Coverage ◽  
Entropy Method ◽  
Online Media ◽  
Short Term ◽  
Long Run ◽  
Focal Firm ◽  
The Impact ◽  
Grey Relation

The study uses the grey relation entropy method to explore the impact of online media big data on firm performance, based on 17 randomly selected Chinese A-share listed companies during the period from 2012 to 2017. It shows that the media big data, especially the negative media coverage, is highly associated with both short-term and long-term firm performance. Then, this study employs the system GMM method to testify how negative media coverage affects firm performance. It indicates that negative media coverage may be a damage crisis for the focal firm in the short term, but a favorable chance for change in the long run. These findings not only enrich the research on the influence of online media big data but also provide some references for enterprise managers.

Competitive externalities: the effect of rivals's multimarket contacts on focal firm performance

2013 ◽  
Vol 2013 (1) ◽  
pp. 12322
Author(s):  
Jaime Gomez ◽  
Raquel Orcos ◽  
Sergio Palomas
Keyword(s):  
Firm Performance ◽  
Focal Firm

Supply chain integration: value creation through managing inter-organizational learning

2018 ◽  
Vol 38 (1) ◽  
pp. 211-229 ◽  
Author(s):  
Quan Zhu ◽  
Harold Krikke ◽  
Marjolein C.J. Caniëls
Keyword(s):  
Supply Chain ◽  
Organizational Learning ◽  
Firm Performance ◽  
Customer Service ◽  
Innovation Performance ◽  
Service Performance ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Content Type ◽  
Focal Firm

Purpose The purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance). Design/methodology/approach A cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations. Findings The findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways. Research limitations/implications The responses were all from young executives who had four years’ work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research. Practical implications The results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention. Originality/value This paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.

Multimarket Contact, Strategic Alliances, and Firm Performance

2015 ◽  
Vol 44 (4) ◽  
pp. 1551-1572 ◽  
Author(s):  
You-Ta Chuang ◽  
Kristina B. Dahlin ◽  
Kelly Thomson ◽  
Yung-Cheng Lai ◽  
Chun-Chi Yang
Keyword(s):  
Firm Performance ◽  
Market Share ◽  
Strategic Alliances ◽  
Multimarket Contact ◽  
Mutual Forbearance ◽  
Negative Effect ◽  
Multimarket Competition ◽  
The Relationship ◽  
Positive Effect

Research on multimarket contact and firm performance has produced mixed results. To reconcile this discrepancy, we theorize how varying levels of multimarket contact may generate mutual forbearance that influences firm performance. We also examine how strategic alliances moderate the relationship between levels of multimarket contact and firm performance. Our analysis of 233 semiconductor firms across 52 markets reveals that multimarket contact has an inverted U-shaped relationship with a multimarket firm’s market share. The number of strategic alliances that a firm has helps to further extend the positive effect of multimarket contact and mitigate its negative effect on the firm’s market share. Accordingly, our study contributes to the literature on multimarket competition by shedding light on the conditions under which multimarket contact may increase/decrease firm performance.

MULTIMARKET CONTACT, ECONOMIES OF SCOPE, AND FIRM PERFORMANCE.

1999 ◽  
Vol 42 (3) ◽  
pp. 239-259 ◽  
Author(s):  
J. Gimeno ◽  
C. Y. Woo
Keyword(s):  
Firm Performance ◽  
Economies Of Scope ◽  
Multimarket Contact
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