Research Article

Do strategic groups differ in reputation?

  1. Tamela D. Ferguson1,*,
  2. David L. Deephouse2,
  3. William L. Ferguson3

Article first published online: 20 NOV 2000

DOI: 10.1002/1097-0266(200012)21:12<1195::AID-SMJ138>3.0.CO;2-R

Issue

Strategic Management Journal

Strategic Management Journal

Volume 21, Issue 12, pages 1195–1214, December 2000

Additional Information

How to Cite

Ferguson, T. D., Deephouse, D. L. and Ferguson, W. L. (2000), Do strategic groups differ in reputation?. Strategic Management Journal, 21: 1195–1214. doi: 10.1002/1097-0266(200012)21:12<1195::AID-SMJ138>3.0.CO;2-R

Author Information

  1. 1

    College of Business Administration, University of Louisiana at Lafayette, Lafayette, Louisiana, U.S.A.

  2. 2

    E. J. Ourso College of Business, Louisiana State University, Baton Rouge, Louisiana, U.S.A.

  3. 3

    College of Business Administration, University of Louisiana at Lafayette, Lafayette, Louisiana, U.S.A.

*College of Business Adminstration, University of Louisiana at Lafayette, PO Box 45370, Lafayette, LA 70504-3570, U.S.A.

Publication History

  1. Issue published online: 20 NOV 2000
  2. Article first published online: 20 NOV 2000
  3. Manuscript Accepted: 7 JUN 2000
  4. Manuscript Received: 22 MAR 1999

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Keywords:

  • reputation;
  • strategic group identity;
  • domain consensus;
  • mobility barriers

Abstract

While most strategic group research has focused on performance implications, we consider the relationship between strategic group membership and reputation. Using strategic group identity and domain consensus concepts, we propose strategic groups have different reputations. We find significant differences exist in reputation across three identified strategic groups of U.S. property/casualty insurers, supporting our contention that reputation is a multilevel concept. Post hoc analyses suggest strategic groups with higher reputation also have higher performance on some critical measures, indicating reputation may be a mobility barrier beneficial to members of certain groups. Practitioner implications include challenges of within-group differentiation in firm reputation. Copyright © 2000 John Wiley & Sons, Ltd.

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