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Examines the relationship between organizational structure and market performance. Suggests that the complex nature of the new structures offers a challenge to the adaptability of management. Attempts to identify the key principles which govern how organizational structures shape market performance in order that top management might recognize and use them to their advantage.

The objective of this paper is to propose a consumer-behavior-based intelligence (CBBI) model to identify market structure so as to monitor product competition. Competitive intelligence extracted from Chinese e-business clickstream data is exploited to examine the relevance of consumers' heterogeneous behavioral feedback, namely, click, tag-into-favorite, time-of-browsing, add-into-cart, and remove-from-cart, to visualize the competitive product market structure and to predict product-level sales.

Our proposed CBBI model consists of visualization and prediction, which explore e-business clickstream data. We conduct the visualization and segmentation of market structure in the form of a perceptual map by employing K-means clustering algorithm and multidimensional scaling technique. Concurrently, we developed an updated Bayesian linear regression (BLR) to predict product-level sales by considering consumers' heterogeneous feedback. Our updated BLR specifically integrated the estimated knowledge of the previous periods to verify whether product sales are period-dependent due to the consumer memory effect in e-commerce, improving the conventional BLR of diffuse prior distribution setup in terms of mean absolute error (MAE) and root mean squared error (RMSE).

Considering the performance of consumers' heterogeneous actions, the present research visualized three different segments of the competitive market structure in a perceptual map, and its horizontal axis is shown as a signal of the ascending trend of product sales. The previous five-day period was ascertained to be the best size of a time window for the consumer memory effect on product sales prediction. This hypothesis is supported by the concept that product sales are period-dependent. The results of the proposed updated BLR indicate that consumer tag-into-favorite, add-into-cart, and remove-from-cart feedback have positive impacts on product-level sales while click and time-of-browsing have the opposite effect.

While the identified competitive product market structure elaborates consumer heterogeneous feedback toward alternative product choices, this paper contributes by extending those homogeneous consumer preferences-related marketing studies. The perceptual map's configuration in respect to period-dependent product sales facilitates the effective inclusion of consumer behavior application in product sales prediction research in e-commerce. This paper helps sellers and retailers better comprehend the impacts of heterogeneous feedback and the consumer memory effect on the degree of competition in the form of product sales. The research results also offer a managerial implication about shaping the competitive edge by conducting different product management strategies in e-commerce platforms.

Prior research on the structure‐performance relationship has not investigated all of the relevant relationships among market structure, profits, prices, and explicitly calculated measures of firm efficiency. This paper replicates the four approaches in the literature, adds several innovations, and applies the analysis to banking data. We find more support for the structure‐conduct‐performance hypothesis than for the relative‐market‐power and efficient‐structure hypotheses, although the data are not fully consistent with any of these theories. We also find support for Hick's quiet‐life hypothesis, which implies that firms with market power adhere less rigorously to efficiency maximization. J.E.L. Classification Numbers G21, G28, L41, L89 The opinions expressed do not necessarily reflect those of the Board of Governors or its staff. The authors thank Dean Amel, Jim Berkovec, Myron Kwast, Nellie Liang, LenNakamura, Steve Rhoades, and participants in the meeting of the Federal Reserve System Committee on Financial Structure and Regulation for helpful comments, and Ken Cavalluzzo, Jalal Akhavein, John Leusner, and Seth Bonime for outstanding research assistance.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

The purpose of this paper is to compare the structure of risk and the structure of pricing in housing markets where the interaction between segments is taken into account with the structures that come about in a housing market approach that ignores this interplay. Knowing how most empirical assessments of whether housing markets are in or out of equilibrium is related to macroeconomic variables and is ignoring the interplay between segments our aim is to highlight the extent to which a homogeneous market framework underestimates pricing and risk in real housing markets.

Framed in terms of a linearized housing market with two segments, the author derives expressions for house prices and house price risk in three scenarios. The author compares the structure of pricing and the structure of risk in a homogeneous housing market with those of two distinct heterogeneous housing markets where segments are linked as well analyzing as how prices and risk responds to shocks.

The author derives expressions for market segment prices and for the house price index in three distinct housing market scenarios and shows how heterogeneous housing market frameworks produce both expressions for house prices and for house price risk, as well as a response in both risk and prices to shocks to demand, that deviate from those of a homogeneous housing market framework. While significantly underestimating house price risk a homogeneous framework might also be taken by surprise of the price response accompanying shocks to demand.

The authors' simplistic expressions for house prices and house price risk provides a framework for bringing two distinct theoretical housing market camps onto the same playing field. The approach shows the value added of taking the interplay between market segments into account when analyzing housing market developments.

This study aims to propose that, in business-to-business (B2B) industries, number of strategic alliances firms established before a “black swan” event enhances their chances to survive the black swan, and the enhancements take place through moderation effects. Changes in firms’ core structures – their stated goals, authority structure, core technologies and marketing strategies – to adapt to business jolts have adverse effects on firm performance. Firms’ existing B2B strategic alliances moderate the effects negatively by outsourcing different goals, authority structures, core technologies and marketing strategies to partners who fit the changed environment.

This study collected quantitative data and analyzed the data with the regression method.

Using data from Chinese firms in five technology industries during the 2007–2009 economic crisis, this study finds that firms’ internal adaptation is negatively correlated with their performance during economic crises, and B2B strategic alliances negatively moderate this relationship.

First, this study focuses on B2B strategic alliances, and it is not clear whether the findings apply to B2C industries, where strategic alliances may not be common. Perhaps firms can use other means of survival in addition to strategic alliances in B2C industries. Second, this study does not differentiate between fast-moving and slow-moving industries, and it is not clear whether strategic alliances play the same role in both industries. Third, this study does not differentiate firm ages and sizes. It remains unclear how large, established and small, young firms differ when facing crises. Finally, this study is based on the Chinese setting, and it is not clear whether the findings apply to other markets as well. These issues should be explored in future studies.

Changing firms’ core structures harms their performance during black swan crises because such crises are unpredictable, and planned changes may not adapt firms to crises. Managers should not attempt to change their core structures during crises. B2B strategic alliances provide an effective means for firms to survive crises.

This paper makes two contributions to the existing literature: First, this paper demonstrates that changes of one of the four core structures of a firm to cope with black swan events have negative impacts on firm performance. Second, this paper identifies the importance of holding a variety of strategic alliances previously to the black swan events to reduce the negative impacts of changing core structures.

This paper aims to investigate the impact of market structure and market share on the performance of the Islamic banks operating in the Iranian banking system based on the structure-conduct-performance (SCP) paradigm.

The Iranian Islamic banking system’s market structure is evaluated by using the econometrics method to test the validity of the traditional SCP paradigm. For this purpose, the authors estimate a simple regression model that is consisted of several independent variables, such as the market share, bank size, real gross domestic product, liquidity and Herfindahl-Hirschman index as a proxy variable for concentration and one dependent variable, namely, the profit as a proxy for performance. The panel data includes a data sample of 22 Islamic banks operating from 2006 to 2019. Data are extracted from the balance sheet of Islamic banks and the time-series database of the Central Bank of Iran and World Bank.

The study’s findings indicate that both concentration and market share have a positive impact on the performance of banks in the Iranian Islamic banking system. This result is contradicted with both traditional SCP and efficient structure hypotheses; however, it confirms the existence of oligopoly or cartel in the Iranian Islamic banking system that few banks try to gain the highest share of profit and maintain their market share by colluding with each other. This result is in contradiction with other research studies about the market structure in the Iranian banking system that claimed that banks in Iran operate under monopolistic competition. In addition, it shows that the privatization of some banks in Iran does not improve and help competition in the Iranian banking system.

This paper is a pioneer empirical study analyzing the market structure, concentration and collusion based on the SCP paradigm in Iranian Islamic banking. The results of the study support the existence of collusive behavior among the Islamic bank in Iran that is not aligned with Sharia. This study clearly shows the difference between ideal Islamic banking and Islamic banking in practice in Islamic countries. This clearly indicates that only prohibiting some operations like receiving interest, gambling and bearing excessive risk is not enough. In fact, the Islamic banking system should be based on the Sharia rule in all aspects and much more modification and study have to be done to achieve an appropriate Islamic banking system. These possible modifications to overcome the issues of cartel-like market structure and collusive behavior in the Iranian Islamic banking system include making the Iranian banking system more transparent, letting foreign banks enter the Iranian banking system and minimizing the government intervention in the Iranian banking system.

The thought and rationale of sustainable competitive advantage in strategy are significantly influenced by the Schumpeterian models of dynamic competition in IO and evolutionary economics. Yet, most analytical accounts of sustainable competitive advantage fail to explain how firms' investment choices influence, and are simultaneously influenced by, the co‐evolution of “external” industry competition and “internal” firm competences. This paper aims to contribute to the development of a theory of endogenous market structure in strategy.

Two alternative assumptions are developed – concerning temporally heterogeneous firm investment strategy – that lie central to a proposed behavioral theory of endogenous market structure. Additionally, a theoretical description is provided of the endogeneity of the demand‐side determinants of firm investment strategy and industrial market structure. Finally, guidelines are provided for empirical application of [incorporating] the alternative assumptions and theoretical arguments.

It is expected that the theoretical arguments in the paper will influence strategy scholars to develop dynamic models of firm performance that render themselves amenable to sound empirical analyses.

The paper contributes towards developing a theory of endogenous market structure in strategy.

The purpose of this paper is to investigate the risk-taking channel of monetary policy transmission in the Chinese banking industry. This study also investigates the role of various other factors in the risk-taking channel.

This study used panel data from 2000 to 2012, and a dynamic panel model (Difference GMM) was applied.

The empirical findings of this paper suggest that loose monetary policy rates increase bank risk-taking. Unlike previous studies, the results of this paper suggest that the bank-specific factors (size, liquidity and capitalization) do not significantly affect the risk-taking channel. However, the market structure does have a stabilizing effect on monetary policy transmission and the risk-taking channel. Higher market power weakens the risk-taking channel of monetary policy transmission.

Of significance to the policymakers' point of view is that loose monetary policy induces banks to take excessive risks. However, such effects can be mitigated by encouraging a proper level of market power in banking markets.

This study investigated the risk-taking channel of monetary policy transmission for the Chinese banking industry. Due to the unique features of the People's Bank of China (PBC, Central Bank of China) policy, this study also contributes to the literature by comparing price-based and quantity-based monetary policy tools and their effectiveness in financial stability and monetary policy transmission. Furthermore, the role of market structure is also investigated in the risk-taking channel.

Research concerning marketing standardisation is still developing. A new research theme has recently emerged, wherein it is suggested that the structure of marketing decision making is likely to be a factor of marketing standardisation strategy. This study aims to add insights to this new research field. Based on the outcome of previous studies, it aims to propose and test a research framework concerning the relationships among environmental factors, the structure of decision making and marketing standardisation/performance. This study seeks to focus on the two most important programme elements: promotion and product.

The study used the experience of 78 firms operating in the European Union (EU) region to achieve its research objectives. The data used were collected through a postal survey. This analysis used both partial least square (PLS) and hierarchical regression analysis methods to examine its research framework.

The study has generated a framework for future research. It is suggested that, with the absence of direct influence, the structure of decision making is still likely to have an indirect effect on marketing standardisation strategy. Although a path relationship is unlikely to exist between environmental factors, the structure of decision making and performance, the joint effect between environmental factors and the decision‐making structure on performance is confirmed. The outcomes of the study suggest that, through careful selection, firms adopting a high and low degree centralisation structure can benefit from operating in a similar high/low environment, as well as in a country with high/low market size and potential.

The study's findings have enhanced those uncovered by other researchers. A number of implications can be drawn for these findings.