Barriers to entry and competitive strategies

Kathryn Rudie Harrigan

Strategic Management Journal, 1981, vol. 2, issue 4, 395-412

Abstract: The relationships between the difficulty of entry and competitive strategies in five industries, chosen for their differing structural contexts, were tested. Statistical support was found for the value of pre‐entry analysis of entry barriers and of firms' predicted responses to potential entry. In particular, the creation of idle productive capacity appears to be a potent deterrent to new entrants.

Date: 1981
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