Abstract
Since its inception in 1973, Hofer's strategic challenge-response model has been used to explain the strategic environment, and the resources and capabilities in which firms meet strategic challenges. In this study, resource-based view (RBV) is used to describe the model, which is then applied to two Japanese mobile telecommunication companies, NTT DoCoMo and KDDI, as they face the strategic challenge of new 3rd generation technologies. The contribution to the literature is two-fold: first, to determine whether the model is still applicable, and second, to help fill the gap of the paucity of studies on Asian-Pacific mobile communication firms.
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