Firms’ reaction to threats from informal firms: exploring the roles of institutional quality and technical gap

• Published in: The Journal of business & industrial marketing 2020-12, Vol.35 (11), p.1887-1899
• Main Authors: Qi, Guoyou, Zou, Hailiang, X.M, Xie, Zeng, Saixing
• Format: Article
• Language: English
• Subjects: Common markets; Competition; Decision making; Informal economy; Innovations; Intellectual property; Market strategy; Marketing; Product development; Strategic management; Technological change; Threats
• ISSN: 0885-8624; 2052-1189
• DOI: 10.1108/JBIM-07-2019-0346

Purpose Threats from the informal sector have become an important concern among formal firms. As a response to these threats, formal firms can adopt product innovation (PI) and marketing innovation (MI) strategies to differentiate themselves. The purpose of this paper is to examine how firm-level technical capability and external institutional quality affect firms’ reactions to the threats from informal firms by adopting innovative activities. Design/methodology/approach Based on attention-based view (ABV), an empirical study is conducted by using firm-level data from the World Bank Enterprise Survey in 2013. Findings The findings indicate that when faced with competition from informal firms, formal firms will intensify their innovation activities in both MI and PI, and their technical capability mitigates the competitive threats from informal sectors and thus weakens the impact of informal competitors on the level of product and marketing innovations. Moreover, it is found that the improvement of institutional quality reduces formal firms’ urgency to introduce new products when facing informal competitors. However, this improvement strengthens the impact of informal rivalry on formal firms’ innovation in marketing methods. Originality/value Previous studies that investigate the influence of informal threats are focused on technological innovation (e.g., PI and process innovation) strategies, but little knowledge is provided on non-technological innovative strategies, such as marketing strategies (e.g., MI and organizational innovation). This study contributes to the innovation literature by delving into the circumstances under which PI and/or MI is adopted to counter informal rivals. The findings enrich ABV by investigating how inter-firm resource similarity and marketing commonality strengthen top managers' attention to competition from informal firms.