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The purpose of this study is to examine how early-entry and process-based capability development affected firm survival during shakeout in the US brewing industry between 1938 and 1980.

Hazard analysis was conducted on US brewing industry data spanning 42 years from 1938 to 1980.

Both early-entry and later capability developments enhance the probability of survival. In addition, firms which entered early were also more likely to be the firms who continually developed capabilities across the decades.

This study contributes to our understanding of shakeout in traditional, non-high-technology businesses. However, because it is a single industry study, the ability to the generalize findings to other industry contexts is limited.

Early entry can determine survival in industries with stable products and low levels of technological change.

Policy-makers interested in competitive dynamics should take note of the historical conditions that lead to industry consolidation in traditional industries, which, while not as glamorous as the technology sector, provide the core of US industry.

Historical firm characteristics can impact industry structure and firm survival for over a century.

In addition to pioneering, empirical work on entry order increasingly addresses fast followers and laggards and the potential advantages they are able to capture. There is also a growing consensus in the academia, that current measures of firm performance used in the entry order literature to study these advantages are inadequate. This study analyzes the relationship between entry order and customer evaluations, which, depicting the performance of the firm's products in the market, are used as a proxy for firm performance.

The study is set in the digital camera industry, analyzing entries into each new technology level, in terms of the sensor resolution of compact and bridge cameras. The complete dataset consisted of 1,816 digital camera models introduced between January 1996 and December 2017. The data are analyzed using hierarchical multiple linear regression.

The study finds evidence of early-mover advantage for the compact product category. In the compact camera consumer market, both first-movers and fast followers outperform late movers. Furthermore, the difference in performance in comparison to laggards is greater for first-movers than for fast followers. However, in the bridge category which consists of a more heterogeneous set of products, no significant entry-order effects are detected.

The results clearly indicate that there exists an early mover advantage. Furthermore, the results are not consistent across different product categories within an industry; hence, caution needs to be exercised when analyzing industry dynamics and entry order effects. Finally, our novel conceptualization of firm performance measured as online customer evaluation add new opportunities to investigate firm success

The purpose of this study is to demonstrate how firms compete with each other in philanthropic giving in the context of a natural disaster. In particular, the authors want to investigate: Which firms act faster in disaster relief giving? How do late movers react? In the end, which firms donate most at the competitive equilibrium, first or late movers? Whether and how firm visibility will affect the relationships proposed based on the former three questions?

The Chinese listed companies that donated to the May 12, 2008, Sichuan earthquake are taken as a sample. A negative binomial regression analysis is first conducted to identify the first movers. Then, linear regression analysis is conducted to identify the competition between first movers and late movers.

The authors find that large firms and firms with a high financial performance tend to be first movers in disaster relief giving. Late movers donate amounts that are similar to those of first movers in both absolute and relative value. But first movers donate more in absolute value than late movers in the whole process of giving. Firm visibility strengthens the effect of financial performance (return on assets) on giving timing, but weakens the effect of giving timing on both first round and total giving amount.

This study provides a dynamic theory of giving and enhances the understanding of the motives and patterns of corporate disaster relief giving. It also illustrates important insights into firms’ strategic and tactical behavior in disaster relief giving.

This paper aims to find out the factors that influence the choice of dual innovation strategies in the process of knowledge pricing and transaction between first-mover and late-mover companies in an open innovation environment and also to find the key factors that affect the company's strategic choice in factors such as heterogeneous market environment, demand elasticity, exploration risk intellectual property prices and transaction cost.

This study uses the Cournot equilibrium and Stackelberg two-stage master-slave game model to describe the evolutionary process of knowledge pricing in an open innovation environment of first-mover and late-mover companies.

Research shows that in an open innovation environment, the formation of a dual innovation strategy in the pricing process of corporate intellectual property transactions is a complex process. Changes in one-time transaction costs and changes in the inverse demand coefficient of the innovation market play the decisive role in the choice of dual innovation strategies. When the demand of the innovation market is moderate, the inverse demand coefficient of the innovation market and the one-time transaction cost has an inverted U-shaped influence relationship. As the innovation market's inverse demand coefficient and the one-time transaction cost increase at the same time, the degree of differentiation of the enterprise's dual innovation strategy choice gradually reduces; when the one-time transaction cost is the largest, the degree of strategy differentiation is minimized.

Based on the above relationship, suggestions are made to guide enterprises in the knowledge pricing and transaction process in an open innovation environment, promote enterprises to form a dislocation development and complementary advantages in the knowledge innovation ecological chain and improve the overall innovation efficiency of the industry.

Our prior work has identified a trade-off that new entrants face in obtaining favorable market reception, whereby initial entrants suffer from a deficit of legitimacy whereas later entrants suffer from a deficit of authenticity. This research has also proposed that a single mechanism is responsible for this trade-off: the tendency for customers and other stakeholders to assess the entrant's claim to originality based on the visible work that it has done to legitimate the new product or organizational form. This chapter extends and deepens our understanding of such “legitimation work” by showing how it can illuminate cases that seem in the first instance to defy this trade-off. In particular, we focus on two “off-diagonal” cases: (a) when, as in the case of “patent trolls” and fraudulent innovators, early entrants are viewed as inauthentic despite having a credible claim to originality; (b) when late entrants, as in the case of Dell Computers, mechanical watches and baseball ballparks, are viewed as authentic despite obviously not being the originators. We clarify how each off-diagonal case represents an ‘exception that proves the rule’ whereby audiences attribute authenticity on the basis of legitimation work rather than on the order of entry per se. The last case also leads to an opportunity to clarify why “cultural appropriation” can sometimes project authenticity and sometimes inauthenticity, why audiences bother to make inferences about a producer's authenticity on the basis of visible legitimation work, and why legitimacy is a universal goal of early movers whereas authenticity varies in its importance.

In this paper, we analyze the influence of the environmental conditions and firm capabilities on the time of entry. We find significant direct and interaction effects. Furthermore, we show that firms develop a pioneer behavior not only when they have the suitable capabilities to take advantage of the perceived opportunities in the industry but also when these firms have key capabilities to maintain their first‐mover advantages, given the perception of unfavorable conditions in the industry.

This study aims to examine validity of the first mover advantage theory (FMA) in the context of digital audio player (DAP) market. It explores two research questions: do first‐movers improve their resources and capabilities and thus establish industry leadership? Do firms' initial resources affect the timing of entry?

To overcome the methodological problems of earlier research, the study employs historical analysis of archival sources, capturing the longitudinal nature of the market evolution and competitive dynamics within the industry.

The results show that pioneering entry is significantly inferior to later entry strategy. While the pioneers failed, Apple Computer, a follower, gained dominance. Firm's resources influence timing of entry. The pioneers are small firms while large firms prefer to enter later.

This study analyzed the evolution of a single radical innovation from its inception through growth stage and results may not apply to continuous innovations.

Managers should understand that it is not the first‐in‐market, but the firm that invests in developing its resources and capabilities in marketing, production and continual product improvement that ends up dominating the new market.

The contribution is identified in three areas as the most important for future research of FMA: it considers advantages of both pioneers and followers in an integrative fashion, it looks into how firms' resources and environmental conditions affect performance, and it uses multiple measures of performance.

The purpose of this paper is to investigate how ICT service providers’ strategies affect customer migration.

Using a simulation approach and the agent-based model, this research explores how an incremental technology affects customer migration and changes the market structure.

The authors found that a strategy of disruptive technology innovation not only helps a follower company increase its market share, but it also completely disrupts the market.

This study investigates customer migration patterns in the saturated mobile telecommunication market based on service providers’ strategies.

The purpose of this paper is to explore how the risk management objectives of the firm's owners influence the organization's sustainability strategies with a particular focus on new sustainability related initiatives. Given shareholder objectives direct firm attention to refine organizational focus, the paper's main premise is that ultimately it is the ownership structure of the firm that sets the agenda in terms of sustainability initiatives. Considering the broad distinctions between family/founder ownership, corporate ownership and institutional ownership, the overall ownership structure of the firm will strongly influence the motivations and temporal considerations of the firm vis-à-vis sustainability related initiatives.

Within a resource-based view, the authors link first-mover advantages and sustainability strategies as a reflection of owners' perceptions of risk management and underlying motivations.

The authors postulate that firms with predominant family/founder ownership undertake sustainability-related initiatives as patient investors based on their ideological motivations, while corporate owners undertake initiatives with capabilities building orientation, with institutional owners adopting sustainability-related initiatives as a risk mitigation strategy.

Managers charged with developing sustainability strategies may add a further consideration, namely taking into account the risk management objectives of the owners of the firm, in choosing and justifying the type of sustainability innovation.

This conceptual paper provides a novel link between the first-mover advantage of sustainability initiatives and the ownership and governance of the organization. It contributes to the limited strategy research on ownership impact on sustainability initiatives and provides guidance to managers in developing appropriate strategies.