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Complementarity‐based hypercompetition in the software industry: Theory and empirical test, 1990–2002

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  • Chi‐Hyon Lee
  • N. Venkatraman
  • Hüseyin Tanriverdi
  • Bala Iyer

Abstract

This study examines the hypercompetition phenomenon within the prepackaged software industry. It theoretically develops and empirically validates the idea that dynamically changing complementarity relationships among software product markets increase industry hypercompetition. The study also explains how dynamic capabilities for the management of complementary product markets can enable an independent software vendor (ISV) to create and renew temporary advantages. Specifically, an ISV can maintain or increase its performance rank in its product markets in three ways: (1) by competing with a portfolio of strongly complementary products; (2) by forming a product market portfolio that has strong complementarity relationships with other product markets in the industry; and (3) by dynamically and purposefully responding to the changing product market complementarities: (a) reconfiguring resource allocations of its products to strengthen the complementarities of its product portfolio and (b) undertaking entry and exit moves that reposition the portfolio in a stronger complementarity position. These dynamic capabilities enable the ISV to coevolve with the changing complementarities, change and improve its performance rank, and trigger new competitive moves by rivals; and accordingly, contribute to the escalation of rivalry in the industry. The study finds support for these ideas in a study of 1,200 ISVs from 1990 to 2002. Copyright © 2010 John Wiley & Sons, Ltd.

Suggested Citation

  • Chi‐Hyon Lee & N. Venkatraman & Hüseyin Tanriverdi & Bala Iyer, 2010. "Complementarity‐based hypercompetition in the software industry: Theory and empirical test, 1990–2002," Strategic Management Journal, Wiley Blackwell, vol. 31(13), pages 1431-1456, December.
    • Handle: RePEc:bla:stratm:v:31:y:2010:i:13:p:1431-1456
    DOI: 10.1002/smj.895
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    Cited by:

    1. Fujisawa, Chieko & Kasuga, Norihiro, 2023. "Complementarity Effect of Corporate Advertising in a Multimedia World: A Comparison of Online Advertising and Mass Media Advertising," 32nd European Regional ITS Conference, Madrid 2023: Realising the digital decade in the European Union – Easier said than done? 277960, International Telecommunications Society (ITS).
    2. Hazhir Rahmandad, 2019. "Interdependence, Complementarity, and Ruggedness of Performance Landscapes," Strategy Science, INFORMS, vol. 4(3), pages 234-249, September.
    3. Praveen K. Kopalle & V. Kumar & Mohan Subramaniam, 2020. "How legacy firms can embrace the digital ecosystem via digital customer orientation," Journal of the Academy of Marketing Science, Springer, vol. 48(1), pages 114-131, January.
    4. Neil Gandal & Sarit Markovich & Michael H. Riordan, 2018. "Ain't it “suite”? Bundling in the PC office software market," Strategic Management Journal, Wiley Blackwell, vol. 39(8), pages 2120-2151, August.
    5. Andrew Godley & Norbert Morawetz & Lebene Soga, 2021. "The complementarity perspective to the entrepreneurial ecosystem taxonomy," Small Business Economics, Springer, vol. 56(2), pages 723-738, February.
    6. Cha, Hongryol, 2020. "A paradigm shift in the global strategy of MNEs towards business ecosystems: A research agenda for new theory development," Journal of International Management, Elsevier, vol. 26(3).
    7. Knudsen, Eirik Sjåholm & Lien, Lasse B. & Timmermans, Bram & Belik, Ivan & Pandey, Sujit, 2021. "Stability in turbulent times? The effect of digitalization on the sustainability of competitive advantage," Journal of Business Research, Elsevier, vol. 128(C), pages 360-369.
    8. Michael G. Jacobides & Carmelo Cennamo & Annabelle Gawer, 2018. "Towards a theory of ecosystems," Strategic Management Journal, Wiley Blackwell, vol. 39(8), pages 2255-2276, August.
    9. Gusman Nawanir & Yudi Fernando & Lim Kong Teong, 2018. "A Second-order Model of Lean Manufacturing Implementation to Leverage Production Line Productivity with the Importance-Performance Map Analysis," Global Business Review, International Management Institute, vol. 19(3_suppl), pages 114-129, June.
    10. Oliver Alexy & Joel West & Helge Klapper & Markus Reitzig, 2018. "Surrendering control to gain advantage: Reconciling openness and the resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 39(6), pages 1704-1727, June.
    11. Natalie Burford & Andrew V. Shipilov & Nathan R. Furr, 2022. "How ecosystem structure affects firm performance in response to a negative shock to interdependencies," Strategic Management Journal, Wiley Blackwell, vol. 43(1), pages 30-57, January.

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