Industrystructure,competitiverivalry,andfirmprofitability 19901991 JournalofBehavioralEconomics.pdf英文资料.pdfVIP

Industry Structure, Competitive Rivalry, and Firm Profitability MASOUD HEMMASI” AND LEE A. GRAF Illinois State University CALVIN E. KELLOGG University of Mississippi I. INTRODUCTION The essence of formulating strategy is relating a firm to its environment, and a key aspect of the firm’s environment is the industry in which it competes. Industry is the fundamental arena that circumscribes the behavior of business organizations. As such, there are distinguishing characteristics of industries that affect the type of external challenges and demands salient to top manage- ment and the strategic options chosen to deal with them. Lawrence and Lorsch, for example, have noted and specified the dominant environmental demands to be product and technical development in plastics, product development and market research in consumer foods, and customer service and product quality in standardized container industries. (26)Steiner in a survey of several hundred corporate executives reported a wide variation in importance attributed to different strategic factors among groups of companies operating in different industries.‘38’ Khandwalla also concluded that the range and nature of strategic options employed to cope with competition differ across industries.‘23’ Such conclusions are similarly supported by industry case studies. Business Week, for example, has stated that the home appliance