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The performance effects of unintended and purposive multimarket contact

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  • Javier Gimeno

    (Associate Professor of Strategy and Management INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex, France)

Abstract

Multimarket contact may arise from unintended encounters among competitors pursuing uncoordinated market expansion strategies, as well as from the strategic intent of firms seeking mutual forbearance with their rivals. Are the performance effects of unintended multimarket contacts different from those of purposeful contacts? Results in the US airline industry indicate that they are not. Multimarket contacts have a constant marginal effect on margins regardless of whether they occur at a level below or above the level that would be expected just by chance. In this case, the performance effect of multimarket contact is determined by the realized strategy, regardless of whether it was deliberate or emergent. Implications for other areas of strategy research are discussed. Copyright © 2002 John Wiley & Sons, Ltd.

Suggested Citation

  • Javier Gimeno, 2002. "The performance effects of unintended and purposive multimarket contact," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 23(4-5), pages 209-224.
    • Handle: RePEc:wly:mgtdec:v:23:y:2002:i:4-5:p:209-224
    DOI: 10.1002/mde.1062
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    References listed on IDEAS

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    Cited by:

    1. Paolo Coccorese & Alfonso Pellecchia, 2009. "Multimarket Contact and Profitability in Banking: Evidence from Italy," Journal of Financial Services Research, Springer;Western Finance Association, vol. 35(3), pages 245-271, June.
    2. Zou, Li & Yu, Chunyan & Dresner, Martin, 2012. "Multimarket contact, alliance membership, and prices in international airline markets," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 48(2), pages 555-565.
    3. Michelle Rogan, 2014. "Too Close for Comfort? The Effect of Embeddedness and Competitive Overlap on Client Relationship Retention Following an Acquisition," Organization Science, INFORMS, vol. 25(1), pages 185-203, February.
    4. Karen Ruckman & Nilesh Saraf & Vallabh Sambamurthy, 2015. "Market Positioning by IT Service Vendors Through Imitation," Information Systems Research, INFORMS, vol. 26(1), pages 100-126, March.
    5. Jose N. Uribe, 2020. "Multipoint contact without forbearance? How coverage synergies shape equity analysts' forecasting performance," Strategic Management Journal, Wiley Blackwell, vol. 41(10), pages 1901-1932, October.
    6. Cruz-García, Paula & Fernández de Guevara, Juan & Maudos, Joaquín, 2021. "Bank competition and multimarket contact intensity," Journal of International Money and Finance, Elsevier, vol. 113(C).
    7. Coccorese, Paolo & Pellecchia, Alfonso, 2013. "Multimarket contact, competition and pricing in banking," Journal of International Money and Finance, Elsevier, vol. 37(C), pages 187-214.
    8. Saadet Kasman & Adnan Kasman, 2016. "Multimarket contact, market power and financial stability in the Turkish banking industry," Empirical Economics, Springer, vol. 50(2), pages 361-382, March.
    9. Nair, Anil & Selover, David D., 2012. "A study of competitive dynamics," Journal of Business Research, Elsevier, vol. 65(3), pages 355-361.
    10. Simon Dekeyser & Ann Gaeremynck & W. Robert Knechel & Marleen Willekens, 2021. "Multimarket Contact and Mutual Forbearance in Audit Markets," Journal of Accounting Research, Wiley Blackwell, vol. 59(5), pages 1651-1688, December.

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