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By Markus Schimmer

This thesis investigates the aggressive dynamics within the worldwide coverage from 1999 to 2008. After reviewing the present country of the educational debate on interfirm competition, it derives a study schedule spanning diverse degrees of research and phenomena of curiosity. particularly, the thesis explores (1) how and why organizations always modify their strategic profiles within the presence of an industry's strategic staff constitution, (2) even if marketplace shocks (namely September 11 and typhoon Katrina) briefly switch the decision-logic underlying aggressive offerings, and (3) even if inventory markets reply in a different way to aggressive strikes that stick with a sincerely said strategic rationale.​

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Additional resources for Competitive Dynamics in the Global Insurance Industry: Strategic Groups, Competitive Moves, and Firm Performance

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In particular, we searched for the "ideal type" firms chosen by the industry experts and found them in the correct strategic Convergence-Divergence Within Strategic Groups 41 groups. , 2003; Thomas & Venkatramao, 1988). In doing so, we fouod that our cluster solutions cleanly discriminated between P&L aod Life insurers, two natorally occurring groups within the insuraoce industry (Nair & Kotha, 2001), as well as between firms that focus on private or corporate customers. S. insurance industry between 1999 to 2008.

Others linked the life-cycle stages of industries to the number of strategic groups the industries catried. Hergert (1988) fouod that the number of strategic groups increases over time and conjectured that demand structures and technologies become more differentiated over time and thus offer a wider set of strategic options to potential entrants and current market incumbents. Miles et aI. (1993), instead, found an opposite effect of an industry's matutity and proposed that market incumbents eventually shift their focus from the product market to production efficiency, become more similar and thereby reduce the number of strategic groups within mature industries.

Gulati, 1995; Lincoln, 1984; Wang & Zajac, 2007), our study differs in one aspect from most prior dyadic analyses (see Park, 2007 for an exception). Our "strategic convergence-divergence" variable directly arises from the dyadic relationship. It expresses the tempors1 change in the distance between a :firm and its own strategic group. Since this is a new aspect to strategic group research, we provide a short definition of our dependent variable hereafter. Strategic Convergence-Divergence We define strategic convergence-divergence as the extent to which a firm draws closer to or further away from its own strategic group.

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