International Strategies of Non-Dominant Firms
There has been a growing interest in how follower firms can compete with industry leaders. This article documents the use of international strategies by some non-dominant firms to avoid direct competition with industry leaders. Twenty-five cases of international strategies used by non-dominant firms in a variety of industries were cluster analyzed to identify common strategies. Seven different strategies were identified together with their attendant firm characteristics, stage of industry internationalization, and underlying competitive logic.© 1986 JIBS. Journal of International Business Studies (1986) 17, 1–25
Volume (Year): 17 (1986)
Issue (Month): 1 (March)
|Contact details of provider:|| Web page: http://www.palgrave-journals.com/|
Web page: https://aib.msu.edu/
|Order Information:||Web: http://www.springer.com/business+%26+management/journal/41267/PS2|
When requesting a correction, please mention this item's handle: RePEc:pal:jintbs:v:17:y:1986:i:1:p:1-25. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If references are entirely missing, you can add them using this form.