Please use this identifier to cite or link to this item:
|Title:||The bidirectional relationship between competitive intensity and collaboration: Evidence from China|
|Citation:||Wu, J., Pangarkar, N. (2010). The bidirectional relationship between competitive intensity and collaboration: Evidence from China. Asia Pacific Journal of Management 27 (3) : 503-522. ScholarBank@NUS Repository. https://doi.org/10.1007/s10490-009-9156-1|
|Abstract:||This paper argues for a bidirectional relationship between competitive intensity perceived by a firm and its strategic response in the form of forging collaborations. Consistent with a variety of theoretical perspectives including enactment, cognition, and the resource-based view, we conceptualize competitive intensity as a firm-level construct and hypothesize that collaboration will reduce the perceived competitive intensity due to the twin mechanisms of information acquisition and risk reduction. We also predict an inverted U-shaped relationship for the impact of competitive intensity on the likelihood of forming at least one collaboration. We test our predictions using data on the dynamic and competitive Chinese market. Our analyses provide strong support to the bidirectional argument. © 2009 Springer Science+Business Media, LLC.|
|Source Title:||Asia Pacific Journal of Management|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Nov 14, 2018
WEB OF SCIENCETM
checked on Oct 30, 2018
checked on Nov 17, 2018
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.