Dynamic Competitive Behavior of Enterprises in Multi-Network: Evidence from Chinese Animation Industry

Shenglei Pi,Shuo Liu,Lingling Liu

doi:10.12973/eurasia.2017.00993a

Abstract

In this study, we try to reveal the mechanism of the enterprise competitive strategies embedded in multi-network as the intermediary role between the three kinds network relationships and performance, in order to answer such question: what kind of network relationships can enterprise relies on and choose a speculate competitive strategies for sustainable development? This research chose the Chinese animation enterprises as samples. We collect data from questionnaires to Guangzhou Animation Association and such an opportunity of the 2014 Guangzhou International Cartoon Festival (2014CICF) and testified the mediation effects of three competitive strategies between different dimensions of networks and firm performance. Results of this study indicated the mediating role of the three kinds of competitive strategies between the multiple network connection and performance. 1) Confrontation strategy has a mediating impact between inner-industry network and performance, so as between cross-industry network and performance. 2) Barrier strategy has played a mediating role between inner-industry network and performance, so as between government-relation network and performance. But barrier strategy fails to play roles between the cross-industry network and performance. 3) Symbiosis strategy has played an incomplete mediating role on the relationship between inner-industry network and performance, so as between government-relation network and performance. This study introduced the context of the dynamic competitors to promote the development of dynamic competition theory. Adopting the perspective of multi-network to the study of the dynamic competitive strategy in this paper is put forward to fill the gap between the dynamic competitive behavior and the corporate strategy.

Highlights

Enterprises competition is inevitable during enterprises’ operation and growth
Dynamic competitive strategies under multiple networks The enterprise network is a relation topological structure (Barrat et al, 2004), which is comprised of the relationships between various enterprises and non-profit institutions in the specific institutional environment, industrial structure and the technological conditions
Based on the resource-based view (Penrose, 1959), the study on enterprise network is gradually becoming rich, but most scholars regarded the network as a two-dimensional typological network, among which the connections of each node are of the same type, and the relatively independent characteristic among different types of connections are ignored

Summary

Introduction

Enterprises competition is inevitable during enterprises’ operation and growth. the strategies and the methods of the dynamic competition are associated with technology, society and many other factors. Years, due to the development of Internet and other information technology, the status of enterprise competition has evolved into a completely new situation: on one hand, the inter-industry competition is gradually increasing and becoming the highlights, accelerating the integration of the incumbent oligarch enterprises dominated in multiple industries; on the other hand, the Internet has spawned a number of small and medium-sized enterprises (SMEs), which have a significant competitive advantages. These SMEs often subvert the incumbent traditional business models and become obvious competitive threats to lots of traditional oligarch enterprises. These signs indicate that the current enterprise’s competition has a feature called competitor dynamism, referring being difficult to determine who will be the competitors in advance. Either enterprises of many other industries (Albers and Heuermann, 2013), or SMSEs which are difficult to capture its actions (or even start-ups) are likely to become the accurate competitors in specific circumstances, and become the competitive threats to the focal firms

Methods

Results

Conclusion