COMPETITIVE BLIND SPOTS IN AN INSTITUTIONAL FIELD

• 成果类型: Article
• 署名作者: Ng, Desmond; Westgren, Randall; Sonka, Steven
• 署名单位: Texas A&M University System; Texas A&M University College Station; University of Illinois System; University of Illinois Urbana-Champaign; University of Illinois System; University of Illinois Urbana-Champaign
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.741
• 发表日期: 2009
• 页码: 349-369
• 关键词: blind spots; overconfidence; competitor identification; institutions

摘要

Unlike institutional or macro-cultural explanations of competition, competition need not be viewed as a shared social reality. Instead, competition can be interpreted differently by multiple stakeholders of a value chain. However, clue to managerial blind spots, such various interpretations of competition are less than apparent to management. Yet e,,explanations of such blind spots are not well documented. Hence, to explain such blind spots, a conceptual model based oil overconfidence biases is developed in which managers develop a 'self-centered' view of competition that blinds them from the competitive beliefs of their value chain customers. Differences in competitive beliefs, thus, arise and are argued to contribute to such managerial blind spots. in competitive)e belie Furthermore, to empirically examine such managerial blind spots, the competitive,e perceptions held by various members of a swine genetics value chain were surveyed. Through cluster and MANOVA analyses, this study shows that, unlike institutional/macro-cultural explanations of competition, these members do not share a common consensus of the key attributes and groupings of competition. The implications and contributions of this study are also discussed. Copyright (c) 2008 John Wiley & Sons, Ltd.