Entry Strategy and Long-Term Performance: Conceptualization and Empirical Examination

Green, Donna H.; Barclay, Donald W.; Ryans, Adrian B.

doi:10.1177/002224299505900401

Cited by 95 publications

(53 citation statements)

References 28 publications

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“…Because our population model only includes constructs measured using reflective indicators, we cannot make any statement with respect to PLS performance in cases when formative measures predominate. In addition, we do not discuss reasons that may favor a particular method other than those that appear in For example, Green, Barclay, and Ryans (1995) investigate the impact of entry strategy on long-term performance in the business word processor and graphics markets, where only 39 and 44 companies entered the market in the analysis period. However, in such situations, researchers must pay particular attention to including a sufficient number of indicators per construct.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Furthermore, because all block 4 variables are assumed to be linear combinations of their indicators, PLS does not suffer from improper solutions and factor indeterminacy, as sometimes occurs in the context of CBSEM (e.g., Bollen 1987;Chen et al 2001;Krijnen et al 1998). Fornell and Robinson (1983) Yes Yes Fornell, Robinson, and Wernerfelt (1985) Yes Mayo and Qualls (1987) Yes Yes Qualls (1988) Yes Yes Yes Zinkhan and Fornell (1989) Yes Yes Yes Fornell, Lorange, and Roos (1990) Yes Yes Barclay (1991) Yes Alpert, Kamins, and Graham (1992) Yes Fornell (1992) Yes Yes Graham, Mintu, and Rodgers (1994) Yes Yes Yes Green, Barclay, and Ryans (1995) Yes Yes Yes Fornell et al (1996) Yes Yes Smith and Barclay (1997) Yes Yes Dawes, Lee, and Dowling (1998) Yes Yes Sirohi, McLaughlin, and Wittink (1998) Yes Yes Yes Ahuja, Galletta, and Carley (2003) Yes Yes Yes Arnett, Leverie, and Meiers (2003) Yes Yes Yes Yes Vanhamme and Snelders (2003) Yes Yes White, Varadarajan, and Dacin (2003) Yes Yes Yes Anderson, Fornell, and Mazvancheryl (2004) Yes Yes Cotte and Wood (2004) Yes Dellande, Gilly, and Graham (2004) Yes Gray and Meister (2004) Yes Reinartz, Krafft, and Hoyer (2004) Yes Yes Grégoire and Fisher (2005) Yes Hennig- Thurau et al (2006) Yes Ulaga and Eggert (2006) Yes Yes Venkatesh and Agarwal (2006) Yes Yes Hennig-Thurau et al (2007) Yes Mitchell and Nault (2007) Yes McFarland et al (2008) Yes First, it seems that PLS has prompted increasing interest among researchers in recent years.…”

Section: Introductionmentioning

confidence: 99%

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An Empirical Comparison of the Efficacy of Covariance-Based and Variance-Based SEM

Haenlein²,

2009

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Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An Empirical Comparison of the Efficacy of Covariance-Based and Variance-Based SEM

Haenlein²,

2009

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“…Thus, the measurement scales of the studied concepts are satisfactory in terms of reliability, convergent validity, and discriminant validity. This conclusion is made with a note of caution on the scales having AVE falling between 0.40 and 0.50 (lower than the common threshold of 0.50), yet being still usable (Barclay, 1991;Green et al, 1995).…”

Section: Validity and Reliability Of Measuresmentioning

confidence: 87%

The Role of Service Encounter Interaction Behavior in Activating Customer Participation and Co-Creating Value in the Health Care Service

THAO¹,

THUY²,

ANH³

et al. 2016

JED-UEH

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This research aims to explore the role of service encounter behaviors and customers' participation in the interaction process to co-create value, leading to customer satisfaction. A model is developed and tested in the health care context. Based on the data of 320 paired patient-physician cases, the analysis reveals that physician's interactions are critical customer-oriented behaviors, which directly affect customer value. More importantly, it plays a key role in activating the customer participation in a service creation. From the customer view, although actively engaging in a service requires more resources, it is worthy because it creates much more value-in-use.

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“…Seminal work by (Bain 1956) on entry barriers found that a firm should enter a market if the investment at entry is less than the value of expected post-entry profits. While the literature recognizes that many factors can influence these two major components (Gatignon, Weitz, and Bansal 1990;Green, Barclay, and Ryans 1995), the major focus of systematic investigation has been related to costs, such as scale economies, sunk costs, limit pricing, absolute cost advantages (opportunity costs, rents, experience-related costs, network economies, etc. ), product differentiation (cost to mimic an established incumbent, such as design, advertising, and marketing), and switching costs (Gilbert 1989).…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of Brand Image and Product Characteristics on Firms’ Entry and OEM Decisions

Caldieraro

2016

Management Science

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This paper shows that differences in brand image and product quality (horizontal and vertical differentiation) can govern the market-entry decisions of firms facing a market already served by an incumbent. The entrant might sell under its own brand, become a supplier to the incumbent (called an OEM arrangement), or both. Findings reveal that when firms are vertically but not horizontally differentiated, the entrant cannot profit from entering the market on its own, but firms can profit from OEM arrangements. When firms are both vertically and horizontally differentiated, the entrant profits by simultaneously entering the market and establishing an OEM arrangement with the incumbent. This is an interesting outcome because in competitive scenarios in which firms compete for consumers, the entrant will effectively sell its own product to the competitor. Furthermore, in those competitive scenarios, both buyer and seller increase profits by agreeing on a high wholesale price. When firms have the capability of producing all possible qualities of the products on their own, OEM relationships between firms can still happen in equilibrium. In this case, the most interesting result is the fact that, under certain conditions, firms may select to produce goods of different qualities and become suppliers to each other, despite the fact that they will end up selling the same product qualities to consumers. The reason for this outcome is that this dual buyer-seller arrangement causes a strategic effect that reduces the firms' aggressiveness when competing for consumers.

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Entry Strategy and Long-Term Performance: Conceptualization and Empirical Examination

Cited by 95 publications

References 28 publications

An Empirical Comparison of the Efficacy of Covariance-Based and Variance-Based SEM

An Empirical Comparison of the Efficacy of Covariance-Based and Variance-Based SEM

The Role of Service Encounter Interaction Behavior in Activating Customer Participation and Co-Creating Value in the Health Care Service

The Role of Brand Image and Product Characteristics on Firms’ Entry and OEM Decisions

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