MTEI Seminar by Prof. Sharon Matusik, University of Colorado
Event details
| Date | 18.11.2013 |
| Hour | 12:00 › 13:30 |
| Speaker | Prof. Sharon Matusik, University of Colorado |
| Location | |
| Category | Conferences - Seminars |
"Breaking Away: Strategic Action in the Face of Countervailing Norms and Contagion"
Abstract
A foundational question across our literature is what drives firms to be similar or different from one another. Research on firm actions in the face of uncertainty, for example, notes that such contexts can induce firms to engage in imitative behaviors. On the other hand, the rich stream of work stemming from the resource-based view of the firm underscores the importance of having unique (and valuable) resources and capabilities relative to one’s competitors in order to generate superior rents and competitive heterogeneity and its sources has long been a topic of interest from strategy research. Interestingly, largely absent is research about what drives firms to take specific strategic actions that go against competitive norms and contagion pressures. In this study, we propose and test a model whereby a firm’s willingness to bear uncertainty and its perceived ability to endogenize uncertainty are associated with strategic actions that go against competitive norms. We also hypothesize and find that these attributes attenuate contagion pressure. We test these relationships using data from a 1990-2010 on the highly uncertain decision of US VCs firms to internationalize for the first time and find support for our hypotheses, controlling for performance, network and resource effects. Looking at such actions can better inform our understanding of isomorphic pressures by identifying specific factors that retard such pressures. Additionally, since resources and capabilities emerge as a result of specific patterns of action over time, understanding the sources of actions that may lead firms down a path yielding uncommon resources and capabilities can be useful in illuminating future competitive heterogeneity. We also discuss implications for theory related to internationalization.
Abstract
A foundational question across our literature is what drives firms to be similar or different from one another. Research on firm actions in the face of uncertainty, for example, notes that such contexts can induce firms to engage in imitative behaviors. On the other hand, the rich stream of work stemming from the resource-based view of the firm underscores the importance of having unique (and valuable) resources and capabilities relative to one’s competitors in order to generate superior rents and competitive heterogeneity and its sources has long been a topic of interest from strategy research. Interestingly, largely absent is research about what drives firms to take specific strategic actions that go against competitive norms and contagion pressures. In this study, we propose and test a model whereby a firm’s willingness to bear uncertainty and its perceived ability to endogenize uncertainty are associated with strategic actions that go against competitive norms. We also hypothesize and find that these attributes attenuate contagion pressure. We test these relationships using data from a 1990-2010 on the highly uncertain decision of US VCs firms to internationalize for the first time and find support for our hypotheses, controlling for performance, network and resource effects. Looking at such actions can better inform our understanding of isomorphic pressures by identifying specific factors that retard such pressures. Additionally, since resources and capabilities emerge as a result of specific patterns of action over time, understanding the sources of actions that may lead firms down a path yielding uncommon resources and capabilities can be useful in illuminating future competitive heterogeneity. We also discuss implications for theory related to internationalization.
Practical information
- General public
- Free