A Critical Review of Hidden Champions and Emerging Research Findings on Their International Strategies and Orientations

Witt, Alessa; Carr, Chris

doi:10.1057/9781137277503_7

Cited by 8 publications

(4 citation statements)

References 52 publications

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“…When focusing on the use of JVs, almost a third of our sample has experience with that foreign entry mode. This is clearly higher than earlier inventories by Simon (2009) and Witt and Carr (2013) revealed. Although some of the JVs of our sample members are meanwhile terminated, the sheer number they initiated may hint at a declining aversion to this form of high-equity entry mode among niche players and hidden champions.…”

Section: Discussioncontrasting

confidence: 67%

“…Relying on own assets, in the form of either own-created, co-created or acquired production capacity abroad, allows them to retain a high degree of control. Interestingly, such control also helps the INMLs in safeguarding their technological advantage and product quality (Witt, 2010; Witt and Carr, 2013 – H1 ) and in managing direct customer relationships (Simon, 2012 – H3 ).…”

Section: Discussionmentioning

confidence: 99%

“…Alternatively, they can opt for intermediate (network/cooperative) solutions, like licensing/franchising. In this regard, publications by Simon (2009), Witt (2010) and Witt and Carr (2013) state that hidden champions have a predilection for opening their own branch locations and factories abroad, which they tend to run internally (without relying on third parties). Audretsch et al (2018) add that owning foreign branch locations facilitates close relationships with customers abroad.…”

Section: 3mentioning

confidence: 99%

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Leveraging (in)formal early-mover and diligent-follower advantage mechanisms to attain international niche market leadership: insights from Basque “hidden champions”

Kamp

Apodaca

2023

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Purpose This paper aims to study whether international niche market leaders (INMLs) gained their leading position as early mover or diligent follower, and assess whether they leveraged hard or soft forms of technological, supply pre-emption and customer lock-in advantage mechanisms. Design/methodology/approach Empirical material stems from qualitative and quantitative data on a sample of 20 niche companies from the Basque Country (Spain) that operate in business to business markets. Findings The sample predominantly followed an early entrant strategy and applied soft measures to reach niche market leadership. Research limitations/implications Findings imply that early entering fosters conquering leadership in niche markets, that pioneer advantage is easier to sustain in niches than in mainstream markets, and that soft measures are more effective in niche markets than in larger markets. A limitation to our findings is that they follow from explorative research on a sample of firms from a reduced geographic setting. Practical implications Hidden champions and INMLs can be important sources of technological progress and economic value for the localities that host them. Therefore, despite their traditional low profile and the fact that they are not always the largest firms around, policymakers may want to pay more attention to this type of companies. Originality/value Tot he best of the authors’ knowledge, this is the first paper to research entry timing and its outcome for market leadership with regard to niche players or hidden champions-type of firms. It introduces an original taxonomy to operationalize and distinguish between hard and soft measures to leverage advantage mechanisms related to market entry timing.

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Section: Discussioncontrasting

confidence: 67%

Section: Discussionmentioning

confidence: 99%

Section: 3mentioning

confidence: 99%

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Leveraging (in)formal early-mover and diligent-follower advantage mechanisms to attain international niche market leadership: insights from Basque “hidden champions”

Kamp

Apodaca

2023

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“…Despite their outstanding performance, there is still very little clarification on hidden champions' exact strategic behaviour. Therefore, Witt and Carr (2013) argue that hidden champions should be more systematically studied using the rigours of scholarly strategicorganizational frameworks. In this paper we attempt to connect the strategic behaviour of hidden champions with elemental concepts of strategic thinking, namely where to compete and how to compete.…”

Section: Value Proposition Business Attractiveness and Firm Performmentioning

confidence: 99%

Becoming a Hidden Champion: From Selective use of Customer Intimacy and Product Leadership to Business Attractiveness

Rant

Cerne

2017

South East European Journal of Economics and Business

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This paper sheds light on factors that support SMEs becoming market leaders on an international scale. Specifically, it studies the hidden champion type of companies, defined as SMEs that hold market leadership in narrow business segments on a regional or wider international scale. The market positioning of hidden champions is defined subjectively by CEOs in such a way that they create a high level of business attractiveness. This explorative study reveals that product leadership and customer intimacy are two blocks that build the business attractiveness of hidden champions. More specifically, the study on data from 93 niche leaders from Central and Eastern Europe showed that product leadership negatively moderates the business attractiveness-performance relationship, while the impact of the combination of product leadership and customer intimacy on the business attractiveness-firm performance relationship is not straightforward and depends on different combinations of these values.

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Hidden champions: a review of the literature & future research avenues

Schenkenhofer

2022

Manag Rev Q

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Substantial efforts have contributed to overcome the scarcity of research on hidden champions. Nevertheless, literature has yet missed to compile a comprehensive review. Drawing on the insights of 112 publications, four strands of literature could be distinguished to unravel the essence of hidden champions. Research on hidden champions studies their (1) internationalization strategies, (2) R&D and innovation strategies, the (3) worldwide and regional geographic distribution of hidden champions and finally (4) other research that could not be assigned to one of the first three strands. A hand-collected sample of 1372 German hidden champions exemplifies the key insights from the reviewed research articles. Discussing the findings of the different literature strands aims at drawing a conclusion on their main results and analytical pitfalls to eventually unfold and motivate future research avenues.

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A Critical Review of Hidden Champions and Emerging Research Findings on Their International Strategies and Orientations

Cited by 8 publications

References 52 publications

Leveraging (in)formal early-mover and diligent-follower advantage mechanisms to attain international niche market leadership: insights from Basque “hidden champions”

Leveraging (in)formal early-mover and diligent-follower advantage mechanisms to attain international niche market leadership: insights from Basque “hidden champions”

Becoming a Hidden Champion: From Selective use of Customer Intimacy and Product Leadership to Business Attractiveness

Hidden champions: a review of the literature & future research avenues

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