Access the full text.
Sign up today, get DeepDyve free for 14 days.
S. Oster (1982)
Intraindustry structure and the ease of strategic changeThe Review of Economics and Statistics, 64
MacMillan MacMillan, McCaffery McCaffery (1982)
Strategies for low entry barrier markets such as service industriesJournal of Business Strategy, 2
K. Hatten, D. Schendel (1977)
Heterogeneity within an Industry: Firm Conduct in the U.S. Brewing Industry, 1952-71Journal of Industrial Economics, 26
McGee McGee, Thomas Thomas (1986)
Strategic groups: theory, research and taxonomyStrategic Management Journal, 7
I. MacMillan (1982)
SEIZING COMPETITIVE INITIATIVEJournal of Business Strategy, 2
M. Porter (1979)
The Structure Within Industries and Companies' PerformanceThe Review of Economics and Statistics, 61
J. McGee, H. Thomas (1986)
Strategic Groups: Theory, Research and TaxonomySouthern Medical Journal, 7
R. Rumelt, I. MacMillan, M. McCaffery (1982)
How Aggressive Innovation Can Help Your CompanyJournal of Business Strategy, 2
JOHN McGEE Templeton College, Oxford, U.K. HOWARD THOMAS Department of Business Administration, University of Illinois at Urbana-Champaign, Champaign, Illinois, U.S.A. Nayyarâs comments on our paper (McGee and Thomas, 1986) are welcomed by the authors and some interesting issues are raised. We are pleased to have the opportunity to respond to these comments and to re-examine what we believe to be the key issues in the paper. We believe that a key proposition of the paper remains valid, that is, that systematic similarities and differences exist between firms as a result of âstrategicâ resource choices (i.e. decisions to invest in assets which are often difficult and costly to imitate). Our paper attempted to establish the usefulness of intra-industry stratification and specifically to examine the analytic relevance of a level of aggregation between the âindustryâ and the individual firm-the strategic group (SG) construct (Porter, 1979: 215; Porter, 1980: 129). We also attempted to assess the usefulness of this analytic grouping construct in understanding and interpreting the behavior of firms. For example, is the group a behavioral reference point for firms? Do groups always consist of competing firms? Nayyarâs comments certainly highlight the problematic nature of the existing research literature and
Strategic Management Journal – Wiley
Published: Jan 1, 1989
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.