Session Details: Session 1014

Competition and Strategy

Track E

Date: Sunday, December 14, 2008

 

Time: 13:30 – 14:45

Paper

Room: Lecture Theatre 5


Session Chair:
Prasanta Banerjea, ICFAI Business School

Title: Competitive Intelligence Practices in the Emerging Market of India: An Exploratory Survey

Authors

  • Phani Adidam, University of Nebraska at Omaha
  • Paurav Shukla, University of Brighton
  • Madhumita Banerjee, The University of Warwick

Competitive Intelligence (CI) is increasingly emerging as a key strategic planning tool in organizations across the globe. Due to dramatic changes in consumption behavior and intensifying competition, strategic planners are peremptorily recognizing CI as both valuable and indispensable. This study is the first empirical study to explore the extent of use of CI in India. In summary, there is widespread recognition among respondents that competitive challenges will increase in the near future, and therefore require better monitoring techniques. Furthermore, there is ample scope for Indian firms to diversify their sources of information, expand their usage of analytical techniques, and increase the incorporation of CI practices in strategic planning. The overall current state of CI practice in India is in its infancy, which therefore presents an immense growth opportunity for CI practitioners in India.

Title: Downside Risk As a Strategic Performance Measure: A Study of Indian Pharmaceutical Industry

Authors

  • Srinivas Chirravuri, Indian Institute of Management - Lucknow
  • Abhishek Nirjar, INTERNATIONAL MANAGEMENT INSTITUTE NEW DELHI

Downside Risk is a probability weighted function of returns below a target. In this study we use the Downside Risk measure as a dependent variable and seek to test the direct and indirect effect of conduct variables, which also have an added advantage have an added advantage of being option inducing investments and are theoretically expected to curb the downside risk (Miller and Leiblein, 2004), Downside Risk with Market Share being an intervening variable. We find that Prior Risk has a significant and positive effect on subsequent risk in all the models. Slack has a negative and significant effect on subsequent risk in all the models while Financial Leverage, Operating Leverage, Capital Investment and Prior Risk have a positive and significant effect on Subsequent Risk in all models except the one where subsequent downside risk is measured using the previous years earnings as target.

Title: Global Demand Triggering Local Cooperation: The Evolution of External and Internal Networks within Bangalore IT Cluster

Authors

  • Federica Angeli, Maastricht University
  • Rosa Grimaldi, University of Bologna
  • Andrea Lipparini, University of Bologna

How do inter-firm networks evolve? Network dynamics literature has considered the sub-networks within the overall firm ego-network as independently evolving. On the other hand, cluster-related literature has overlooked the relationship between the firm external and internal ties, as co-existing within the firm ego-network. We aim at giving a twofold original contribution by exploring the dependency patterns across two different firm sub-networks – external and internal – of cluster firms, both MNCs’ subsidiaries and domestic companies.
By deploying an inductive case-based research method, we give longitudinal qualitative evidence of how external network – as formed by global customers – is triggering internal network evolution – local cooperation. Variety and long-term orientation of external networks are proposed to impact on the evolution of internal networks, moderators being firm size and firm age.

All Sessions in Track E...

Sat: 11:15 – 12:30
Session 1006: Emerging Economies: The Dynamic Influence of the Institutional Environment on Firm Strategies
Sat: 13:30 – 14:45
Session 1010: Creating Advantage through Offshoring and Global Disintegration of the Value Chain
Sun: 13:30 – 14:45
Session 1014: Competition and Strategy
Sun: 15:00 – 16:15
Session 1034: The Future of Off-Shoring Services


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