Exam 5: A Dynamic Model of Industry Structuring

Which of the following is not a characteristic reactive response of managers of incumbent firms to the threat of new entrants?

Which of the following is a sign that a firm has stopped learning?

The Five Forces Model is particularly helpful in anticipating how industries will evolve over time.

List three patterns that are common in the response of incumbent firms' managers to the entry of new rivals.

List three characteristic patterns of attack that new entrants will typically employ to gain entry into an industry.

Online booksellers reduced the competitive space for traditional bookstores.

The first-mover advantages of new rivals are likely to persist for a short time only.

The most profound changes in an industry are seldom produced by industry "outsiders."

Why do managers often fail to notice and accurately assess important changes in their firms' industries?

As one or more of the dimensions in an industry changes, how is the competitive space in the industry affected?

Abell's conceptualization of an industry as a "competitive space" included all of the following dimensions except:

The competitive dynamics of many industries are inconsistent with structuralist views of industries.

Apple Computer used its foresight and entrepreneurial creativity to transform the computer industry along three of its most important dimensions.

Demographic changes and the emergence of new customer wants and needs can create new competitive space.

Which of the following is not a characteristic pattern of attack that new entrants employ to gain entry into an industry?

Industry incumbents tend to be more reactive than proactive in their responses to the threats posed by new entrants to the industry.

Traditional perspectives on industry analysis assume that the focus of competition remains fixed on the traditional patterns of interaction among participating firms.