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Barriers to entry and competitive strategies

Barriers to entry and competitive strategies The relationships between the difficulty of entry and competitive strategies in five industries, chosen for their differing structural contexts, were tested. Statistical support was found for the value of pre‐entry analysis of entry barriers and of firms' predicted responses to potential entry. In particular, the creation of idle productive capacity appears to be a potent deterrent to new entrants. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Barriers to entry and competitive strategies

Strategic Management Journal , Volume 2 (4) – Oct 1, 1981

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References (15)

Publisher
Wiley
Copyright
Copyright © 1981 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250020407
Publisher site
See Article on Publisher Site

Abstract

The relationships between the difficulty of entry and competitive strategies in five industries, chosen for their differing structural contexts, were tested. Statistical support was found for the value of pre‐entry analysis of entry barriers and of firms' predicted responses to potential entry. In particular, the creation of idle productive capacity appears to be a potent deterrent to new entrants.

Journal

Strategic Management JournalWiley

Published: Oct 1, 1981

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