Managerial Cognition and The Mimetic Adoption of Market Positions : What You See Is What You Do  

Oleh:

Greve, Henrich R.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 19 no. 10 (1998), page 967-988.
Topik: market; managerial cognition; market position; strategic group; diffusion; radio broadcasting

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.2 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Managers planning to abandon a market position need to find a promising alternative, and face a choice of inventing a new market position or entering an existing one. The great uncertainty on the consequences of different actions leads them to rely on other organizations for information on how to compete, making adoption of existing market positions likely. Their wish to avoid direct rivalry and maximize growth leads them to seek out information on new market positions with few incumbents. As a result, recently innovated market positions are mimetically adopted by organizations that can easily observe previous adpotions and see them as relevant to their market situations, increasing the market differentiation. This theory is tested and supported by analysis of the spread of new radio formats in the united states.

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