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Foreign multinational corporations in Israel are perceived as offering value.

The degree of innovation and risk-taking within an organization are discussed with reference to the competitive strategy of the firm.

This article focuses upon dynamic aspects of strategic groups in the context of the US insurance industry from 1970-84. It examines the longitudinal structure of industry strategic groups and identifies the strategic patterns followed by these strategic groups over time. The mobility rates of firms between strategic groups are also assessed. It appears that three dominant groups are present throughout the period of the study while other group positions emerge and disappear over time. The evidence suggests that the quantum theory of strategic adaptation (i.e. dramatic and concerted change) satisfactorily models the processes of strategic group change. And, a low level of firm mobility is found to exist between strategic groups consistent with the presence of inertia and mobility barriers. (Reprinted by permission of the publisher.)

The Mobility Barriers Paradigm (Caves and Porter, 1977) has strongly influenced research in strategic management, particularly in the areas of competitive analysis and strategic groups. In this article we develop a procedure called MOBIUS, based on 'match ratios' (MRs), in order to identify those competitive variables which act as mobility barriers in a particular industry. We also attempt to classify mobility barriers in terms of the degree of observed mobility around key strategic variables and the extent to which change is desired on these variables. The MOBIUS procedure is illustrated briefly in the context of the pharmaceutical industry. (Reprinted by permission of the publisher.)

This article briefly reviews previous research on strategic groups and focuses upon the influence of time on strategic positioning. This stability approach also motivates research into the dynamics of strategic group shifts. An illustrative example drawn from the drug industry emphasizes the practical application of these concepts. The analytically-derived strategic groupings are then compared with evidence drawn from industry and academic research. Finally, following discussion of the results, some suggestions about integrating the strategic group concept into strategic management research are also made. (Reprinted by permission of the publisher.)

There is considerable confusion about effecting the implementation of the strategic-group concept, mainly because various researchers have used different measures. These range from one measure such as market share, to many variables which together might describe a company's strategy. A firm's strategy might best be described as having three elements: strategy level, strategic decision components, and the influence of time on the making of strategic decisions. It is in identification of these strategic group dimensions that one can assess competitors' formulation of strategy and promote an understanding of the nature of inter-firm competition.