Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry

1997 ◽  
Vol 42 (2) ◽  
pp. 213 ◽  
Author(s):  
Warren Boeker
Keyword(s):  
Market Entry ◽  
Strategic Change ◽  
Product Market ◽  
Top Manager

Competition network structure and product market entry

2014 ◽  
Vol 36 (11) ◽  
pp. 1688-1696 ◽  
Author(s):  
Paul F. Skilton ◽  
Ednilson Bernardes
Keyword(s):  
Network Structure ◽  
Market Entry ◽  
Product Market

Policy, economic federalism, and product market entry: the Indian experience

2008 ◽  
Vol 20 (1) ◽  
pp. 1-30 ◽  
Author(s):  
S K Bhaumik ◽  
S Gangopadhyay ◽  
S Krishnan
Keyword(s):  
Market Entry ◽  
Product Market ◽  
Indian Experience

New member in the boardroom and subsequent strategic change in the product-market scope of the firm

2020 ◽  
Vol 30 (3) ◽  
pp. 399-419
Author(s):  
Virgo Süsi ◽  
Oliver Lukason
Keyword(s):  
Board Member ◽  
Strategic Change ◽  
Product Market ◽  
Product Portfolio ◽  
Content Type ◽  
Exporting Firms ◽  
Management Board ◽  
Significance Levels ◽  
Scope Of The Firm ◽  
New Industry

Purpose The purpose of this paper is to explore the linkages between the appointment of a new management board member and the following strategic change (SC) in the product-market scope of the firm. Design/methodology/approach The study is based on the whole population of Estonian firms, in total 16,941 observations and the data are retrieved from Estonian Business Register. First, the authors focus on the association between the appointment of a new board member and the likelihood of different types of SC. Second, the authors focus on the association between the new board member’s previous export experience and export-related SC. Logistic regressions are applied for all models. Findings The results indicate that there is a significant association between the appointment of a new board member and the subsequent start of exports and also continuing it, entrance into a new industry and making an SC in more broad terms, though the significance levels vary across the composed models. No significant relationship was found with the entrance into the additional geographic market(s) for already exporting firms. There was also a significant association between the previous export experience of a new board member and the subsequent start of exporting. Originality/value The authors look at SC in the product-market domain holistically by applying the same data on both geographic and product portfolio expansion options. The authors also introduce the scale and stability contexts of SCs. These aspects are usually neglected from similar studies.

Policy, Economic Federalism, and Product Market Entry: The Indian Experience

2006 ◽  
Author(s):  
Sumon K. Bhaumik ◽  
Shagun Krishnan ◽  
Shubhashis Gangopadhyay
Keyword(s):  
Market Entry ◽  
Product Market ◽  
Indian Experience

The drivers of Italian exports and product market entry: 1862–1913

2020 ◽  
Author(s):  
Jacopo Timini
Keyword(s):  
Market Entry ◽  
Bilateral Trade ◽  
Product Market ◽  
Economic Transformation ◽  
Italian Economy ◽  
Italian Case ◽  
Two Factors ◽  
Trade Channel ◽  
New Perspective ◽  
Export Composition

Abstract Between its unification and WWI, Italy’s changing export composition echoed its economic transformation. In this paper, I decompose Italian export growth in its margins and then analyze the determinants of Italian exports and product market entry (and exit). To do so, I use two different databases (aggregate and product-level bilateral trade data) and methodologies (gravity and logit models). Besides confirming some well-known empirical and historical facts for the Italian case (gravity variables hold; trade follows a Heckscher–Olhin pattern), the regression results offer a new perspective on two distinctive features of its history: trade policy and emigration. These two factors are positively associated with Italian exports and product market entry. These findings also have additional implications for the role of emigration on the course of the Italian economy: accounting for the trade channel, its overall effect may be larger than previously thought.

scholarly journals Bottleneck Resources, Market Relatedness, and the Dynamics of Organizational Growth

2021 ◽  
Author(s):  
Sungyong Chang ◽  
J. P. Eggers ◽  
D. Daniel Keum
Keyword(s):  
Market Entry ◽  
Firm Growth ◽  
Growth Dynamics ◽  
Product Market ◽  
New Product ◽  
Strategic Decision ◽  
Industry Data ◽  
Organizational Growth ◽  
Resource Dynamics ◽  
Bottleneck Resources

Entering a new product market requires assembling a bundle of resources. Because missing a single resource can foil the entire entry effort, we argue that bottleneck resources—those most difficult to obtain or sell externally—anchor the direction of firm growth. We characterize market resources as bottlenecks to product market entry, because they are (on average) more challenging to obtain and sell than technological resources, and we articulate why the importance of market resources varies with the strength of external markets for technology. Using cross-industry data linking firms’ product portfolios with patents, we find resource dynamics whereby market resources drive the strategic decision to enter, and firms fill technological gaps using both internal research and development and external acquisitions (joint ventures and alliances). Our study underscores the importance of resources for firm growth dynamics and specifically highlights market resources as the bottleneck that constrains and directs the direction of product market entry.

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