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Social comparison among competing firms

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  • Kwang‐Ho Kim
  • Wenpin Tsai

Abstract

Extending social comparison theory to the context of interfirm competition, we investigate whether and under what conditions firms may benefit by deviating from consumers' views concerning firm comparisons. Based on all of the possible dyadic competitive comparisons among the 26 automakers in the United States, we found that: (1) a focal firm enjoys a greater increase in sales than the target firm when it compares itself with a more reputable target firm, even though consumers do not perceive the focal firm to be comparable to the more reputable firm; and (2) a focal firm enjoys a greater increase in sales than the target firm when it avoids comparison with a less reputable target firm, even though consumers compare the focal firm with the less reputable firm. Copyright © 2011 John Wiley & Sons, Ltd.

Suggested Citation

  • Kwang‐Ho Kim & Wenpin Tsai, 2012. "Social comparison among competing firms," Strategic Management Journal, Wiley Blackwell, vol. 33(2), pages 115-136, February.
    • Handle: RePEc:bla:stratm:v:33:y:2012:i:2:p:115-136
    DOI: 10.1002/smj.945
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    Cited by:

    1. Graham N. S. Miller, 2020. "I’ll Know One When I See It: Using Social Network Analysis to Define Comprehensive Institutions Through Organizational Identity," Research in Higher Education, Springer;Association for Institutional Research, vol. 61(1), pages 51-87, February.
    2. Leye Li & Louise Yi Lu & Dongyue Wang, 2022. "External labour market competitions and stock price crash risk: evidence from exposures to competitor CEOs’ award‐winning events," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 62(S1), pages 1421-1460, April.
    3. Michael Lounsbury & Christine M. Beckman, 2015. "Celebrating Organization Theory," Journal of Management Studies, Wiley Blackwell, vol. 52(2), pages 288-308, March.
    4. Sun Hyun Park & Kelly Patterson, 2021. "Being Counted and Remaining Accountable: Maintenance of Quarterly Earnings Guidance by U.S. Public Companies," Organization Science, INFORMS, vol. 32(3), pages 544-567, May.
    5. Brian L. Connelly & Qiang (John) Li & Wei Shi & Kang‐Bok Lee, 2020. "CEO dismissal: Consequences for the strategic risk taking of competitor CEOs," Strategic Management Journal, Wiley Blackwell, vol. 41(11), pages 2092-2125, November.
    6. Wei Shi & Yan Zhang & Robert E. Hoskisson, 2017. "Ripple Effects of CEO Awards: Investigating the Acquisition Activities of Superstar CEOs' Competitors," Strategic Management Journal, Wiley Blackwell, vol. 38(10), pages 2080-2102, October.
    7. Aviad Pe'er & Ilan Vertinsky & Thomas Keil, 2016. "Growth and survival: The moderating effects of local agglomeration and local market structure," Strategic Management Journal, Wiley Blackwell, vol. 37(3), pages 541-564, March.
    8. Kulikowska-Pawlak Monika & Zatoński Maciej, 2022. "The relationship between organizational politics, strategic political management, and competitive advantage," International Journal of Contemporary Management, Sciendo, vol. 58(4), pages 15-27, December.
    9. Johannes Luger, 2023. "Who depends on why: Toward an endogenous, purpose‐driven mechanism in organizations' reference selection," Strategic Management Journal, Wiley Blackwell, vol. 44(8), pages 2035-2059, August.
    10. Yu Wu & Yingyi Hu, 2021. "Chinese-style incentives: The intraindustry ripple effects of CEO awards," PLOS ONE, Public Library of Science, vol. 16(6), pages 1-18, June.
    11. Craig D. Macaulay & Orlando C. Richard & Mike W. Peng & Maria Hasenhuttl, 2018. "Alliance Network Centrality, Board Composition, and Corporate Social Performance," Journal of Business Ethics, Springer, vol. 151(4), pages 997-1008, September.

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