| Summary: | 碩士 === 國立臺灣師範大學 === 國際事務與全球戰略研究所 === 101 === Recent firm-level research as espoused by the resource-based view (RBV) highlights the path-dependence of the firm’s experiential knowledge accumulation associated with entering into new markets, whence comes the development of adaptive or “dynamic” capabilities that enable a firm to stay ahead of its imitators and consistently earn superior returns. Yet because these studies privilege the uniqueness and inaccessibility of the resources and capabilities underlying firm entry, they tend to understate the competitive context in which firms often find themselves when they commit to certain actions. This paper takes a different approach and tests whether organizational capabilities necessarily outweigh the competitive pressures exerted by direct competitors in entry decisions for Taiwan’s generic pharmaceutical industry. We find that, in agreement with previous organization literature as well as the research on generic entry, capabilities-based entry does take precedence over competitive pressures, but that this finding may be limited to industries characterized by simultaneous games. Although the industry features allow us to better compare capabilities-based entry and rivalry-based entry, the absence of coordination among markets as a result of the simultaneous game feature makes the AMC model from the competitive dynamics literature defective in our industry context. These findings indicate that future research on market entry should pay more heed to the entry game context and how this will affect incentives for entry. They also point to the need to integrate resource-based research and the emphasis on managerial assessment in decision-making from the AMC model.
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