The role of competitive action in market share erosion and industry dethronement: A study of industry leaders and challengers

Walter J. Ferrier, Ken G. Smith, Curtis M. Grimm

Research output: Contribution to journalArticlepeer-review

501 Scopus citations

Abstract

Market share erosion and dethronement of market leaders are examined through the lens of "Austrian" economics. Our results suggest that leaders are more likely to experience market share erosion and/or dethronement when - relative to industry challengers - they are less competitively aggressive, carry out simpler repertoires of actions, and carry out competitive actions more slowly. These findings, based on seven years of data collected in 41 industries, contribute to research on hypercompetition, organizational decline, and competitive dynamics.

Original languageEnglish
Pages (from-to)372-388
Number of pages17
JournalAcademy of Management Journal
Volume42
Issue number4
DOIs
StatePublished - Aug 1999

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting (all)
  • Strategy and Management
  • Management of Technology and Innovation

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