How to balance interfirm relationships? A case from high-speed railway industry

Purpose Balancing interfirm relationships is important for firms’ long-term superior performance. However, prior studies mainly focus on interfirm competition or interfirm cooperation separately, ignoring the balance of interfirm relationships. To bridge this gap in knowledge, this study aims to develop a framework to evaluate the balance of interfirm competition and interfirm cooperation and propose strategies to optimize a firm’s interfirm relationships. Design/methodology/approach After an in-depth literature review, a framework was developed for evaluating and optimizing the interfirm relationships. Taking the high-speed railway industry as an example, the proposed framework was implemented. Findings The results of the case confirm that the balancing of interfirm relationships can lead to more superior firm performance. Also, rather than mutual suppression, the interfirm competition and interfirm cooperation present a roughly positive relationship. Originality/value This study would contribute to the existing knowledge body by developing a framework for balancing interfirm relationships. Also, this study can aid practitioners in evaluating and optimizing their interfirm relationship structures.

The Economies and Conveniences of Modern-Day Living: Frozen Foods and Mass Marketing, 1945–1965

American frozen foods were originally considered a luxury product; the industry did not develop a mass market until the late 1940s. Only a few years after achieving mass-market sales, however, frozen-food producers tried to segment the market in order to increase profits. This change was partly the result of internal factors, such as technological developments and interfirm competition. The new marketing strategy also hinged on industry executives' shifting conception of the ideal consumer. Frozen-food marketers of the early 1950s envisioned themselves as providing the good life at a low cost to “average” Americans. When profits slowed in the late 1950s, they designed a variety of new products for groups according to their race, age, and class.