Competitive forces in Japanese mobile telephony: the case of NTT DoCoMo and KDDI

Mark M. Lennon

International Journal of Management and Decision Making, 2011, vol. 11, issue 3/4, 268-283

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.

Keywords: mobile phones; cell phones; mobile commerce; electronic commerce; e-commerce; Nippon Telegraph and Telephone; NTT DoCoMo; KDDI Corporation; Japan; competitive forces; mobile telephony; telecommunications industry; Charles Hofer; strategic challenges; response models; strategic environments; company resources; company capabilities; resource-based views; 3rd generation technologies; 3G; Asia-Pacific; management; decision making. (search for similar items in EconPapers)
Date: 2011
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=40703 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:11:y:2011:i:3/4:p:268-283

Access Statistics for this article

More articles in International Journal of Management and Decision Making from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().