Diversifying Entry into Emerging Industries: Entry Likelihoods and Timing of Entry
Date Issued
2008
Date
2008
Author(s)
Luan, Chin-Jung
Abstract
Entry has attracted considerable attention in the field of strategic management, but rarely little attention has been paid to study the entry to emerging industries. The digital revolution has pervaded current headlines as the advent of personal computer and cellular phone and their rapid technological advancements have transformed commercial practices and reshaped new industries in the past two decades. These emerging industries feature dynamic nature of formidable demand and technology development, and thus established firms face the decision of whether to and when to enter emerging product markets as well as the challenge of quickly leveraging and developing the capability necessary to enter the new markets.his dissertation seeks to explain why firms vary in the likelihoods at which they enter an emerging industry and in the timing when they decide an entry into new product markets. Sampling 141 firms across 13 industries, we intend to study the organizational attributes of the firms entering these emerging industries and their entry strategies. Three emerging industries were chosen, including handset, PDA and digital still camera, in this research. Empirical results show that higher R&D intensity and poor performance of a firm will encourage managers to enter new product markets. In addition, a firm’s higher R&D intensity, higher long-term investment intensity and poor financial performance will lead managers to enter emerging industries earlier as well.
Subjects
Entry Strategy
Emerging Industry
Entry Likelihoods
Entry Timing
Competence Leverage
Type
thesis
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