Suchergebnisse

A new 45-industry, 23-year, dataset for Japan is used to investigate the duration of industry leadership. A new scaling relationship linking a firm's current market share with the standard deviation of market share changes is reported. This relationship discriminates in a powerful way between rival candidate theoretical models of market share dynamics. It also makes possible a useful simplification in testing a benchmark model of a Markovian kind. Relative to that model, it is found that at least some industries display a "Chandlerian" bias toward longer durations of leadership than would be present in the benchmark model. (JEL D43, L13)

Rivalries are likely to persist as long as contentious issues remain unresolved. Due to differing issue characteristics, some issues may be more intractable than others and therefore especially likely to prolong rivalry. In this study, I argue that rivalries rooted in territorial issues tend to be enduring due to broad-bases of domestic support for continuing to pursue territorial claims and loose linkages between territorial issues and particular political leaders, resulting in the persistence of territorial conflict over time despite changes of leadership. Alternatively, ideological and regime-related conflicts tend to be relatively fleeting due to narrow societal salience and close connections between such issues and particular political leaders, facilitating rivalry termination through leadership change. The empirical results reveal that territorial rivalries (as well as positional rivalries concerning influence/prestige) tend to be more enduring than rivalries rooted in ideological or regime-related conflict and that unlike territorial rivalries, ideological rivalries tend to terminate upon irregular changes of leadership.

The effects of managerial persistence with one course of action and environmental complexity on leadership perceptions were explored. Persistent leaders were evaluated more highly and attributed more leadership and responsibility than nonpersistent leaders, regardless of the level of environmental complexity. The results suggest that implicit beliefs about effective leader behavior may not vary across situations, thereby discouraging variety in leader behavior critical for performance in complex environments.