Do strategic groups differ in reputation?

Ferguson, Tamela D.; Deephouse, David L.; Ferguson, William L.

doi:10.1002/1097-0266(200012)21:12<1195::aid-smj138>3.3.co;2-i

Cited by 44 publications

(57 citation statements)

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“…This finding meshes well with those of Ferguson et al (2000) who found that strategic groups have different reputations. The present study's results indicate that a potential reason for different reputations relates to this relationship between branding and promotion/protection.…”

Section: Discussionsupporting

confidence: 91%

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Promoting and Protecting Corporate Identity: The Importance of Organizational and Industry Context

Alessandri

2004

Corp Reputation Rev

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Corporate identity has the power to help a firm obtain an advantage over its competitors. Scholars have stressed the importance of building this identity. The promotion and protection of a firm's corporate identity represent organizational capabilities that are critical in this pursuit. The building of corporate identity, however, is not a universal prescription for success. Under certain conditions, firms may not want to allocate scarce resources to corporate identity promotion and protection. This study explores the role of several of these contextual factors using survey data from corporate communications executives of 129 US public firms. The research explores the role of branding strategy on the promotion and protection of corporate identity, as well as the potential moderating influences of financial resources and industry characteristics. The findings suggest that firms using a monolithic approach are likely to promote and protect their corporate identity more aggressively, relative to firms employing a branded strategy. The results also suggest that the relationship between branding strategy and corporate identity promotion differs between consumer goods industries and non-consumer goods industries. Implications for researchers and managers are discussed.

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Section: Discussionsupporting

confidence: 91%

“…Ferguson et al (2000) suggest a link between reputation and organizational resource levels. Financial resources, such as organizational slack, represent an important determinant in resource allocation decisions.…”

Section: The Moderating Role Of Financial Resourcesmentioning

confidence: 99%

Promoting and Protecting Corporate Identity: The Importance of Organizational and Industry Context

Alessandri

2004

Corp Reputation Rev

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“…Scholars have used strategic groups to analyse the contestability of competitive market structures, industry dynamics, structural evolution and strategic change (Porter, 1980;Hatten and Hatten, 1987;Nohria and Garcia-Pont, 1991;McGee et al, 1995;Porac et al, 1989;Fiegenbaum and Thomas, 1995). Others have used the concept to examine intra-industry variations in a firm's performance (McGee and Thomas, 1986;Lawless and Tegarden, 1991), competitive behaviour (Smith et al, 1997), mobility barriers (Sudharshan et al, 1991;Harrigan, 1985;Ferguson et al, 2000) and competitive positioning . However, in this process, the majority of research in the field has employed a prescriptive perspective in their methodological approach.…”

Section: Overview Of Research On Strategic Groupsmentioning

confidence: 99%

“…Recent research suggests that the study of strategic groups needs to focus on a single industry in order to pursue and develop a richer understanding of the topic rather than investigating firms from different industries (Hodgkinson, 1997;Peteraf and Shanley, 1997;Mehra and Floyd, 1998). Ferguson et al (2000) extended this line of thinking and applied their research to one sector of a single industry. This study adopted the former approach, but focuses on two specific and distinct strategic groups in order to gather data in a precise manner and achieve valid results.…”

Section: Field Approachmentioning

confidence: 99%

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Managerial cognitions of competitive environments: a strategic group analysis

Panagiotou

2006

Management Research News

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In the field of strategic management, the majority of studies analyse competitive environments from an economic standpoint, based on the implicit notion that business environments are formal and objective. As such, the human element is assumed and the role that managers play in creating and changing competitive environments is neglected. However, given that people take business decisions and drive organisations, to ignore such an important dimension of the competitive landscape is a considerable limitation to developing more holistic understandings about competitive landscapes. This study examines how managers perceive competitive terrains and discusses the impact of managerial cognitions on decision-making, competitive strategies and industry dynamics. Design/methodology/approach -The research is cross-sectional and based on primary research. It involves semi-structured face-to-face interviews with the sample size near to the sampling frame of the research. The industry examined is the mainstream UK foreign package holidays industry and the investigation occurred between March and August 2003. Findings -It was found that managers view industries and competitors subjectively and that the social construction of competitive environments as well as the process of competitive enactment both influence managerial perceptions of competition. Consequently, similarities about competitive challenges are formed. Subsequently, such perceptions affect strategic decisions on competitive strategies and resource allocation. As a result, these actions affect industry dynamics and contribute to the evolution of the industry. Originality/value The study investigates an industry that has not been previously examined in the context of either strategic groups or from a cognitive perspective. Consequently, it provides fresh findings in the field to enable greater generalisation of results since cognition represents only a minor portion of the body of literature in the wider area of strategic management.

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Corporate sustainability and financial performance: Collective reputation as moderator of the relationship between environmental performance and firm market value

2020

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Markets value superior corporate sustainability performance in part because investors use a firm's environmental performance as a signal of desirable but difficult-to-observe attributes, such as the firm's integrity capacity. Yet a signaling conflict can arise when a firm belongs to an organizational form that has a collective reputation for being unethical. In such circumstances, the firm's environmental performance may no longer credibly signal its underlying integrity capacity, leading markets to adjust downward the value they would otherwise place on the firm's environmental performance. Using longitudinal data on South Korean firms, we find that improvements in firm environmental performance lead to smaller increases in market values for firms belonging to a poorly reputed organizational form. However, firms can partially recover lost value by adopting firm features that reduce the signaling conflict, thereby restoring the notion of corporate sustainability performance driving firm market values.

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Do strategic groups differ in reputation?

Cited by 44 publications

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Promoting and Protecting Corporate Identity: The Importance of Organizational and Industry Context

Promoting and Protecting Corporate Identity: The Importance of Organizational and Industry Context

Managerial cognitions of competitive environments: a strategic group analysis

Corporate sustainability and financial performance: Collective reputation as moderator of the relationship between environmental performance and firm market value

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