Publication Type
Journal Article
Version
publishedVersion
Publication Date
6-1995
Abstract
In this paper we argue that market boundaries are socially constructed around a collective cognitive model that summarizes typical organizational forms within an industry. This model is produced when firms observe each other's actions and define unique product positions in relation to each other. Our study examines the question of how firms define a reference group of rivals when market cues are ambiguous and interorganizational variety is high and identifies the industry model underlying rivalry among Scottish knitwear producers. The data suggest that a six-category model of organizational forms best describes the common sense of competition in the industry and that an ensemble of attributes involving size, technology, product style, and geographic location forms the foundation for this ordering. The results also show how this industry model is reproduced within the rivalry network structuring imperfect competition in the industry.
Discipline
Business Administration, Management, and Operations | Strategic Management Policy
Research Areas
Strategy and Organisation
Publication
Administrative Science Quarterly
Volume
40
Issue
2
First Page
203
Last Page
227
ISSN
0001-8392
Identifier
10.2307/2393636
Publisher
SAGE
Citation
Porac, Joseph F.; THOMAS, Howard; Wilson, Fiona; Patton, Douglas; and Kanfer, Alaina.
Rivalry and the Industry Model of Scottish Knitwear Producers. (1995). Administrative Science Quarterly. 40, (2), 203-227.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/1853
Copyright Owner and License
Publisher
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.2307/2393636
Included in
Business Administration, Management, and Operations Commons, Strategic Management Policy Commons