Thomas J. Hannigan

Competition and competitiveness in the US airline industry

Purpose – This study aims to employ a resource-based lens to explore the competitive implications of firm strategies under conditions of market commonality and shared resource pools. Design/methodology/approach – The firms’ core capabilities in these environments may focus on operational efficiency, as firms seek to compete under significant resource heterogeneity constraints. Findings – Using data from the USA airline industry from 1996-2011, we find that price has a positive relationship with firm performance, whereas quality has a negative relationship. Operational efficiency is a driver of both strategies. Research limitations/implications – The study uses US data. Extending the findings to the global setting may require recognizing other competitive dimensions. Originality/value – Firms that focus on non-core activities perform less well. The results offer insights into an industry that has interested strategy researchers for many years and may suggest an application to other industries with similar ...

Burying the Hatchet for Catch-Up: Open Innovation among Industry Laggards in the Automotive Industry

What happens when firms in an oligopolistic industry find themselves lagging behind in a potentially dominant technology? If R&D costs are significant and catch-up is key, technology laggards must turn to each other and open up their innovation processes in order to survive. This article uses a real options framework to explain the motives of bitter rivals to engage in collaborative relationships in order to catch up with industry leaders in specific technologies. It shows that ex ante, their interests converge and this lays the foundation of “catch-up alliances”: competitors open up to catch up. However, they often bring vastly different resources to the alliance and, in the process of cooperation, what they learn may cause their interests to diverge. Furthermore, some participants may discount a technology trajectory on the basis of what they learn, and terminate efforts in that area. Therefore, the “road not taken” may be a valuable outcome of the open innovation alliance. This article uses the case of a global alliance in hybrid electric drivetrain automotive technology as the study context, and it analyzes the implications for managers facing similar decisions.

Innovation in US metropolitan areas: the role of global connectivity

Managing and leveraging innovation and knowledge generation are key components of value creation by firms in a globally connected world. In this project we analyze innovative activity in the over a 35-year period (1975-2010) to understand the nature and extent of international connectedness of U.S. knowledge networks. Our analysis parses a comprehensive dataset comprising the population of USPTO patents to extract information on inventor co-location. We use this to generate a knowledge map of inventor networks for each of the top 35 Core-Based Statistical Areas (CBSAs), tracking innovative activity and connectedness across geography and over time. We find that in the 1975-90 period, inventor numbers and growth rates tracked overall population numbers, so that the large population centers (New York, Chicago, Los Angeles and Philadelphia) accounted for the largest shares. However, in the decades between 1990 and 2010, inventor numbers rose most rapidly in West and South, so that by the end of the period the dominant innovative centers of the country were the Silicon Valley CBSAs of San Francisco and San Jose, Austin, Seattle, Portland and San Diego.