Confidence in Imitation: Niche-Width Strategy in the UK Automobile Industry

Published Online:https://doi.org/10.1287/mnsc.1050.0494

References

  • Argote L.Organizational Learning: Creating, Retaining and Transferring Knowledge (1999) (Kluwer Academic Publishers, Boston, MA) Google Scholar
  • Baldwin N., Georgano G. N., Sedgwick M., Laban B.The World Guide to Automobile Manufacturers (1987) (Facts on File Publications, New York) Google Scholar
  • Bandura A.Social Foundations of Thought and Action: A Social Cognitive (1986) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Baum J. A. C., Haveman H. A. Love thy neighbor? Differentiation and agglomeration in the Manhattan hotel industry, 1898–1990. Admin. Sci. Quart. (1997) 42:304–338CrossrefGoogle Scholar
  • Baum J. A. C., Singh J. V. Dynamics of organizational responses to competition. Social Forces (1996) 74:1261–1297CrossrefGoogle Scholar
  • Baum J. A. C., Li S. X., Usher J. M. Making the next move: Influences of experiential and vicarious learning and strategy on the spatial evolution of chains. Admin. Sci. Quart. (2000) 45:766–801CrossrefGoogle Scholar
  • Beckman C. M., Haunschild P. R. Network learning: The effects of partners’ experience on corporate acquisitions. Admin. Sci. Quart. (2002) 47:92–124CrossrefGoogle Scholar
  • Boyd R., Richerson P. J.Culture and the Evolutionary Process (1985) (University of Chicago Press, Chicago, IL) Google Scholar
  • Carroll G. R. Concentration and specialization: Dynamics of niche width in populations of organizations. Amer. J. Sociol. (1985) 90:1262–1283CrossrefGoogle Scholar
  • Carroll G. R., Hannan M. T. Density delay and the evolution of organizational populations: A model and five empirical tests. Admin. Sci. Quart. (1989) 34:411–430CrossrefGoogle Scholar
  • Casella G., Berger R. L.Statistical Inference (1990) (Duxbury Press, Belmont, CA) Google Scholar
  • Chen M.-J., Smith K., Grimm G. Action characteristics as predictors of competitive response. Management Sci. (1992) 38:439–455LinkGoogle Scholar
  • Christensen C.The Innovator’s Dilemma (1998) (Harvard Business School Press, Boston, MA) Google Scholar
  • Cohen J.Statistical Power Analysis for the Behavioral Science (1988) 2nd ed.(Lawrence Erlbaum Associates, Hillsdale, NJ) Google Scholar
  • Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Deephouse D. L. Does isomorphism legitimate? Acad. Management J. (1996) 39:1024–1039CrossrefGoogle Scholar
  • Deephouse D. L. To be different, or to be the same? It’s a question (and theory) of strategy balance. Strategic Management J. (1999) 20:147–166CrossrefGoogle Scholar
  • Denrell J. Vicarious learning, undersampling of failure, and the myths of management. Organ. Sci. (2003) 14:227–243LinkGoogle Scholar
  • Denrell J., March J. G. Adaptation as information restriction: The hot stove effect. Organ. Sci. (2001) 12:523–538LinkGoogle Scholar
  • DiMaggio P. J., Powell W. W. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. (1983) 48:147–160CrossrefGoogle Scholar
  • Dobrev S. D., Kim T.-Y., Carroll G. R. The evolution of organizational niches: U.S. automobile manufacturers 1885–1981. Admin. Sci. Quart. (2002) 47:233–264CrossrefGoogle Scholar
  • Dobrev S. D., Kim T.-Y., Carroll G. R. Shifting gears, shifting niches: Organizational inertia and change in the evolution of the U.S. automobile industry, 1885–1981. Organ. Sci. (2003) 14:264–282LinkGoogle Scholar
  • Dobrev S. D., Kim T.-Y., Hannan M. T. Dynamics of niche width and resource partitioning. Amer. J. Sociol. (2001) 106:1299–1337CrossrefGoogle Scholar
  • Elsbach K. D., Kramer R. M. Members’ responses to organizational identity threats: Encountering and countering the business week rankings. Admin. Sci. Quart. (1996) 41:442–476CrossrefGoogle Scholar
  • Festinger L. A theory of social comparison processes. Human Relations (1954) 7:117–140CrossrefGoogle Scholar
  • Fiegenbaum A., Thomas H. Strategic group as reference groups: Theory, modeling and empirical examination of industry and competitive strategy. Strategic Management J. (1995) 16:461–476CrossrefGoogle Scholar
  • Fiegenbaum A., Hart S., Schendel D. Strategic reference point theory. Strategic Management J. (1996) 17:219–235CrossrefGoogle Scholar
  • Garcia-Pont C., Nohria N. Local versus global mimetism: The dynamics of alliance formation in the automobile industry. Strategic Management J. (2002) 23:307–321CrossrefGoogle Scholar
  • Georgano G. N.The New Encyclopedia of Motorcars: 1885 to the Present (1982) 3rd ed.(E. P. Dutton, New York) Google Scholar
  • Greve H. R. Managerial cognition and the mimetic adoption of market positions: What you see is what you do. Strategic Management J. (1998a) 19:967–988CrossrefGoogle Scholar
  • Greve H. R. Performance, aspirations, and risky organizational change. Admin. Sci. Quart. (1998b) 43:58–86CrossrefGoogle Scholar
  • Greve H. R., Miner A. S., Anderson P. Branch systems and nonlocal learning in populations. Advances in Strategic Management (1999) Vol. 16(JAI Press, Stamford, CT) 57–80Google Scholar
  • Greve H. R.Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change (2003) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Greve H. R., Taylor A. Innovation as catalysts for organizational change: Shifts in organizational cognition and search. Admin. Sci. Quart. (2000) 43:54–80CrossrefGoogle Scholar
  • Hannan M. T., Freeman J.Organizational Ecology (1989) (Harvard University Press, Cambridge, MA) CrossrefGoogle Scholar
  • Hannan M. T., Carroll G. R., Dobrev S. D., Han J. Organizational mortality in European and American automobile industries Part I: Revisiting the effects of age and size. Eur. Sociol. Rev. (1998a) 14:279–302CrossrefGoogle Scholar
  • Hannan M. T., Carroll G. R., Dundon E. A., Torres J. C. Organizational evolution in multinational context: Entries of automobile manufacturers in Belgium, Britain, France, Germany, and Italy. Amer. Sociol. Rev. (1995) 60:509–528CrossrefGoogle Scholar
  • Hannan M. T., Carroll G. R., Dobrev S. D., Han J., Torres J. C. Organizational mortality in European and American automobile industries Part II: Coupled clocks. Eur. Sociol. Rev. (1998b) 14:302–313Google Scholar
  • Haunschild P. R. Interorganizational imitation: The impact of interlocks on corporate acquisition activity. Admin. Sci. Quart. (1993) 38:564–592CrossrefGoogle Scholar
  • Haunschild P. R., Miner A. S. Modes of interorganizational imitation: The effects of outcome salience and uncertainty. Admin. Sci. Quart. (1997) 42:472–501CrossrefGoogle Scholar
  • Haunschild P. R., Rhee M. The role of volition in organizational learning: The case of automotive product recalls. Management Sci. (2004) 50:1545–1560LinkGoogle Scholar
  • Haunschild P. R., Sullivan B. N. Learning from complexity: Effects of prior accidents and incidents on airlines’ learning. Admin. Sci. Quart. (2002) 47:609–643CrossrefGoogle Scholar
  • Haveman H. A. Follow the leader: Mimetic isomorphism and entry into new markets. Admin. Sci. Quart. (1993) 38:593–627CrossrefGoogle Scholar
  • Henisz W. J., Delios A. Uncertainty, imitation and plant location: Japanese multinational corporations. Admin. Sci. Quart. (2001) 46:443–475CrossrefGoogle Scholar
  • Hogarth R. M.Judgment and Choice: The Psychology of Decision (1987) 2nd ed.(John Wiley & Sons, New York) Google Scholar
  • Huber G. P. Organizational learning: The contributing process and the literatures. Organ. Sci. (1991) 2:88–115CrossrefGoogle Scholar
  • Huber P. J., Le Cam L. M., Neyman J. The behavior of maximum likelihood estimates under nonstandard conditions. Proc. Fifth Berkeley Sympos. in Math. Statist. Probab. (1967) (University of California Press, Berkeley, CA) 221–233Google Scholar
  • Ingram P., Baum J. A. C. Interorganizational learning. Companion to Organizations (2002) (Blackwell, Oxford, UK) 642–663Google Scholar
  • Kahneman D., Tversky A. Prospect theory: An analysis of decision under risk. Econometrica (1979) 47:263–291CrossrefGoogle Scholar
  • Kahneman D., Tversky A.Choices, Values, and Frames (2000) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Kim J.-Y., Miner A. S. Crash test without dummies: A longitudinal study of interorganizational learning from failure experience in the U.S. commercial banking industry. (2000) . Working paper, University of Wisconsin, Madison, WIGoogle Scholar
  • Kim T.-Y., Dobrev S. D., Solari L. Festina lente: Learning and inertia among Italian automobile producers, 1896–1981. Indust. Corporate Change (2003) 12:1279–1301CrossrefGoogle Scholar
  • Korn H. J., Baum A. C. Chance, imitative and strategic antecedents to multimarket contact. Acad. Management J. (1999) 42:171–193CrossrefGoogle Scholar
  • Kraatz M. S. Learning by association? Interorganizational networks and adaptation to environmental change. Acad. Management J. (1998) 41:621–643CrossrefGoogle Scholar
  • Labianca G., Fairbank J. F., Thomas J. B., Gioia D. A., Umphress E. E. Emulation in academia: Balancing structure and identity. Organ. Sci. (2001) 12:312–330LinkGoogle Scholar
  • Lang L. H. P., Stultz R. M. Tobin’s q, corporate diversification, and firm performance. J. Political Econom. (1994) 102:1248–1280CrossrefGoogle Scholar
  • Lant T. K., Baum J. A. C., Scott W. R., Christensen S. Cognitive sources of socially constructed competitive groups: Examples from the Manhattan hotel industry. The Institutional Construction of Organizations (1995) (Sage, Thousand Oaks, CA) 15–38Google Scholar
  • Leahy D., Pavelin S. Follow-my-leader FDI and tacit collusion. Internat. J. Indust. Organ. (2003) 21:439–453CrossrefGoogle Scholar
  • Leblebici H., Salancik G. R., Copay A., King T. Institutional change and the transformation of interorganizational fields: An organizational history of the U.S. radio broadcasting industry. Admin. Sci. Quart. (1991) 36:333–363CrossrefGoogle Scholar
  • Levitt B., March J. G. Organizational learning. Annual Rev. Sociol. (1988) 14:319–340CrossrefGoogle Scholar
  • Liang K.-Y., Zeger S. L. Longitudinal data analysis using generalized linear model. Biometrika (1986) 73:13–22CrossrefGoogle Scholar
  • Lieberman M. B., Asaba S. Why do firms imitate each other? Acad. Management Rev. (2006) 31ForthcomingCrossrefGoogle Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • March J. G.A Primer on Decision Making: How Decisions Happen (1994) (Free Press, New York) Google Scholar
  • March J. G., Olsen J. P.Ambiguity and Choice in Organizations (1976) (Unversitetsforlaget, Bergen, Norway) Google Scholar
  • March J. G., Simon H. A.Organizations (1958) (John Wiley, New York) Google Scholar
  • McNamara G., Deephouse D. L., Luce R. A. Competitive positioning within and across a strategic group structure: The performance of core, secondary, and solitary firms. Strategic Management J. (2003) 24:161–181CrossrefGoogle Scholar
  • Meyer J. W., Scott W. R., Meyer J. W., Scott W. R. Centralization and the legitimacy problems of local government. Organizational Environments: Ritual and Rationality (1983) (Sage, Beverly Hills, CA) 199–215Google Scholar
  • Miner A. S., Anderson P., Miner A. S., Anderson P. Industry and population-level learning: Organizational, interorganizational, and collective learning processes. Advances in Strategic Management (1999) 16(JAI Press(Stamford, CT)1–30Google Scholar
  • Miner A. S., Haunschild P. R., Staw B. M., Cummings L. L. Population level learning. Research in Organizational Behavior (1995) 17(JAI Press, Greenwich, CT) 115–166Google Scholar
  • Miner A. S., Raghavan S., Baum J. A. C., McKelvey B. Interorganizational imitation: A hidden engine of selection. Variations in Organization Science: In Honor of Donald T. Campbell (1999) (Sage, Newbury Park, CA) 35–62CrossrefGoogle Scholar
  • Peteraf M., Shanley M. Getting to know you: A theory of strategic group identity. Strategic Management J. (1997) 18(Summer Special Issue):165–186CrossrefGoogle Scholar
  • Pfeffer J., Salancik G. R.The External Control of Organizations (1978) (Harper and Row, New York) Google Scholar
  • Porac J. F., Thomas H. Taxonomic mental models in competitor definition. Acad. Management Rev. (1990) 15:224–240CrossrefGoogle Scholar
  • Porter M. E. The structure within industries and companies’ performance. Rev. Econom. Statist. (1979) 61:214–227CrossrefGoogle Scholar
  • Porter M. E.Competitive Strategy (1980) (Free Press, New York) Google Scholar
  • Schulz M., Baum J. A. C. Organizational learning. Companion Organizations (2002) (Blackwell, Oxford, UK) 415–441Google Scholar
  • Servaes H. The value of diversification during the conglomerate merger. J. Finance (1996) 51:1201–1225CrossrefGoogle Scholar
  • Shapira Z. B.Organizational Decision Making (1997) (Cambridge University Press, Cambridge, UK) Google Scholar
  • Srinivasan R., Grewal R., Haunschild P. R. Who do firms learn from? Vicarious learning in new product introductions in converging markets. (2004) . Working paper, University of Texas, Austin, TXGoogle Scholar
  • StataCorpStata Statistical Software: Release 9 (2005) (StataCorp LP, College Station, TX) Google Scholar
  • Torres J. C. The dynamics of the U.K. motor industry, 1894–1990. (1995) . Ph.D. dissertation, Stanford University, Stanford, CAGoogle Scholar
  • Westphal J. D., Gulati R., Shortell S. M. Customization or conformity? An institutional and network perspective on the content and consequence of TQM adoption. Admin. Sci. Quart. (1997) 42:366–394CrossrefGoogle Scholar
  • White H. Maximum likelihood estimation of misspecified models. Econometrica (1982) 50:1–25CrossrefGoogle Scholar
  • Zeger S. L., Liang K.-Y. Longitudinal data analysis for discrete and continuous outcomes. Biometrics (1986) 42:121–130CrossrefGoogle Scholar
  • Zuckerman E. W. The categorical imperative: Securities analysts and the illegitimate discount. Amer. J. Sociol. (1999) 104:1398–1438CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.