Session 57

Finding your niche: Niche Strategies and Competitive Advantage

Track E

Date: Monday, October 8, 2012


Time: 16:30 – 17:45

Common Ground

Room: Terrace 1


  • Jeffrey Martin, University of Alabama

Title: Capability Portfolio of Formula One teams


  • Sarah Park, King's College London

Abstract: This article develops a theoretical underpinning for the concept of capability portfolio. We introduce the idea of capability portfolio effect and explain how capability portfolios are reconfigured. We also offer a methodological tool for identifying different capability portfolios in the context of formula one racing over the period 1981 through 2011.

Title: In the Right Place at the Right Time: Submarkets and Entry Timing Advantages in the US Comic Books Industry


  • Gianluca Capone, Utrecht University
  • Allya Koesoema, University of New South Wales

Abstract: In this work, we investigate the role that submarkets play in the emergence of early movers and later entrants survival advantages in the US Comic Book industry from its inception in 1935 through 2005. Consistent with the past literature, we find evidence of survival advantages for early movers that are driven by density delay effects. Moreover, within each cohort of entrants, a fundamental determinant of survival is the focus on submarkets that dominate the industry in the same period. The same effect does not hold for incumbents competing in the same period neither for all the submarkets irrespectively of the industry era.

Title: Shooting in the Dark or Strategically Positioning? On the Performance Consequences of a Firm’s Niche Width


  • Yi Tang, Hong Kong Polytechnic University
  • Filippo Carlo Wezel, emlyon

Abstract: The existing findings on the performance implications of a firm’s niche width appear inconclusive. This inconclusive evidence, we argue, is partly due to the lack of acknowledgment of market positioning as a strategic matter. A model in which the antecedents of a firm’s niche width are taken into account is therefore proposed. We test our arguments in the Hong Kong film industry during the years 1975-1997. The results obtained suggest that, after correcting for endogeneity, a firm’s niche width appears to be positively related to market performance.

Title: Technological Niche Strategies: An Illustrative Study of the Gaming Industry


  • Ozgur Dedehayir, Leiden University
  • Martin Steinert, Stanford University
  • Saku Mäkinen, Tampere University of Technology

Abstract: We develop a method for analyzing the interaction of firms within an ecosystem by studying their strategic positioning in technological space, defined as the scope of technological performance levels lying between the highest and lowest levels of an industry. We propose that a firm's technological niche strategy determines the scope of performance levels possessed by the product portfolio, and the positioning of its niche with respect to the industry’s spectrum of performance levels. To demonstrate the analysis of strategic positioning we undertake an empirical study of the computer gaming industry. Our results show strategic maneuvering as the analyzed firms alter their niche width over time. The overlap between the firms’ technological niche strategies additionally suggests that these firms compete for resources in the ecosystem.

Title: The Plight of Tier 2 Western Universities: Failure is an Option


  • Jim Dewald, University of Calgary
  • Loren Falkenberg, University of Calgary
  • Leighton Wilks, University of Calgary
  • Hossein Mahdavi Mazdeh, University of Calgary

Abstract: Universities have operated in relatively stable environments for centuries. More recently, disruptive forces such as significant demographic shifts, new institutional forms, technological advances, and economic crises are creating a more turbulent than stable environment. In contrast to a policy-centric heritage, universities must shift to market-centric strategies. We consider the impact of these new challenges on tier 2 western universities, focusing on the propensity of universities to seek legitimacy by pursuing objective global rankings. Such actions represent an appropriation of the strategic management responsibilities. We develop a market-centric strategic management model, grounded in resources dependence, institutional, and resource allocation theories, and propose alternatives to facilitate strategic choices in contrast to the sameness and mediocrity that is emerging as a dominant response.

All Sessions in Track E...

Sun: 08:00 – 09:15
Session 270: New Frontiers in the Computational Approaches to Strategy and Organization
Sun: 09:30 – 10:45
Session 271: Competing for Innovation
Sun: 11:15 – 12:30
Session 272: Unified Theory of Industry Evolution
Sun: 15:15 – 16:30
Session 52: Networks and competition
Session 66: Competitive strategies in transition
Mon: 08:00 – 09:15
Session 55: Risk, uncertainty and competitive advantage
Session 64: Diverse strategies: Diversification and the evolution of competition
Mon: 09:30 – 10:45
Session 65: Resourceful competitors: Competitive strategies and the resource based view
Mon: 13:30 – 14:45
Session 54: The dynamics of dynamic capabilities
Mon: 16:30 – 17:45
Session 57: Finding your niche: Niche Strategies and Competitive Advantage
Session 245: Competitors, strategy, and competitive dynamics
Tue: 08:00 – 09:15
Session 56: Competitive dynamics meet competitive strategy
Session 254: Capital Markets and Efficiency
Tue: 11:00 – 12:15
Session 58: Innovation and competitive strategy
Tue: 14:15 – 15:30
Session 60: The sustainability of competitive advantage
Session 61: Value creation and value capture
Tue: 15:45 – 17:00
Session 62: Acquiring competitive success? Mergers and acquisitions
Tue: 17:30 – 18:45
Session 59: Tempus fugit? Competitive strategy over time

Strategic Management Society