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Strategic pricing decisions: Cogniti...

Mitchell, Scott Eugene.

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Strategic pricing decisions: Cognitive and organizational influences on competitive interactions.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Strategic pricing decisions: Cognitive and organizational influences on competitive interactions./
作者:	Mitchell, Scott Eugene.
面頁冊數:	129 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
Contained By:	Dissertation Abstracts International77-02A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3727359
ISBN:	9781339124278

Strategic pricing decisions: Cognitive and organizational influences on competitive interactions.
Mitchell, Scott Eugene.

Strategic pricing decisions: Cognitive and organizational influences on competitive interactions. - 129 p.

Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.

Thesis (Ph.D.)--University of California, Irvine, 2015.

This dissertation encompasses three papers that empirically examine ongoing competitive interactions in retail gas markets. Each paper takes a different empirical approach to examine how organizational and cognitive factors influence pricing decisions in this market.

ISBN: 9781339124278Subjects--Topical Terms:

516664
Management.

Strategic pricing decisions: Cognitive and organizational influences on competitive interactions.
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245 1 0 $a Strategic pricing decisions: Cognitive and organizational influences on competitive interactions.
300 $a 129 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
500 $a Adviser: Philip Bromiley.
502 $a Thesis (Ph.D.)--University of California, Irvine, 2015.
520 $a This dissertation encompasses three papers that empirically examine ongoing competitive interactions in retail gas markets. Each paper takes a different empirical approach to examine how organizational and cognitive factors influence pricing decisions in this market.
520 $a The first essay examines how multi-unit franchisee ownership and corporate ownership influences competitive behavior reflected in pricing. I use a panel dataset of pricing decisions of multi-unit franchisees and company-owned gas stations to compare two competing mechanisms by which ownership form influences pricing, double marginalization and strategic delegation. I find that franchisees charge higher average prices, supporting the greater influence of double marginalization on price. Contrary to agency theoretic predictions, firm size and geographic dispersion have a negative influence on the price of multi-unit franchisee stations.
520 $a The second essay explains how spatial distance and competitor similarity influence firm identification of a relevant competitors. In contrast to prior studies that have used surveys to identify competitors managers saw as most important, I identify a firm's competitors by examining the competitive actions and responses of units using data that isolates the timing of price changes in the Los Angeles retail gas market. Consistent with predictions, I find that retail gas stations monitor a small number of rival stations. The results demonstrate that distance to a rival and similarity between competitors on price and the number of pumps at a station interact to influence the weights assigned to competitors. The findings suggest that managers categorize competitors based on a smaller number of key dimensions than previously theorized.
520 $a The third essay takes a behavioral approach to examining competitive market factors that lead to systematic pricing errors using non-experimental data. While management researchers have studied the causes of suboptimal pricing decisions, previous research has emphasized experimental or aggregate corporate data rather than pricing and performance data from actual competitive interactions. I utilize a hand-collected, longitudinal dataset of prices and performance outcomes for 26 retail gas stations to determine a daily, station specific profit-maximizing price. These prices are then compared to the actual prices charged to assess the accuracy of station pricing decisions. I find that the number of competitors in a market have a positive influence on the accuracy of pricing decisions at low numbers of competitors but a negative influence at high numbers of competitors. Stations with a visible competitor that compete head-to-head set more accurate prices than stations without a competitor visible competitor.
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3727359