Relevant bibliographies by topics / Market Entry

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Market Entry'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 June 2024

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Journal articles on the topic "Market Entry"

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Bolger, Fergus, Briony D. Pulford, and Andrew M. Colman. "Market Entry Decisions." Experimental Psychology 55, no. 2 (January 2008): 113–20. http://dx.doi.org/10.1027/1618-3169.55.2.113.

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Abstract. In a market entry game, the number of entrants usually approaches game-theoretic equilibrium quickly, but in real-world markets business start-ups typically exceed market capacity, resulting in chronically high failure rates and suboptimal industry profits. Excessive entry has been attributed to overconfidence arising when expected payoffs depend partly on skill. In an experimental test of this hypothesis, 96 participants played 24 rounds of a market entry game, with expected payoffs dependent partly on skill on half the rounds, after their confidence was manipulated and measured. The results provide direct support for the hypothesis that high levels of confidence are largely responsible for excessive entry, and they suggest that absolute confidence, independent of interpersonal comparison, rather than confidence about one's abilities relative to others, drives excessive entry decisions when skill is involved.
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Karakaya, Fahri, and Michael J. Stahl. "Barriers to Entry and Market Entry Decisions in Consumer and Industrial Goods Markets." Journal of Marketing 53, no. 2 (April 1989): 80–91. http://dx.doi.org/10.1177/002224298905300206.

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The authors test six market entry barriers in consumer and industrial markets: cost advantages of incumbents, product differentiation of incumbents, capital requirements, customer switching costs, access to distribution channels, and government policy. They model market entry decisions of 137 executives in 49 major U.S. corporations with a decision-making instrument consisting of 32 market entry opportunities. Each respondent's decisions are modeled by regression analysis. The differences in the importance of the six market entry barriers for early and late entry in consumer and industrial goods markets are investigated. The results indicate that marketing executives consider all six barriers in making market entry decisions. The cost advantages of incumbents are considered to be the most important of the market entry barriers. Major differences also are discovered among the other five barriers. Furthermore, the importance of the barriers differs between consumer and industrial goods markets.
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Arai, Koki. "Market Entry in Public Procurement." International Journal of Trade, Economics and Finance 12, no. 4 (August 2021): 99–103. http://dx.doi.org/10.18178/ijtef.2021.12.4.701.

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This study analyzed market entry timing based on the procurement data of construction works of the eight Regional Development Bureaus of Japan’s Ministry of Land, Infrastructure, Transport and Tourism. After reviewing key aspects, a regression analysis was performed on the possible factors leading to entry. We found that when an efficient company enters the market, the number of bids is large and there are many tender participants, regardless of the previous bid rate and predetermined planned price trend.
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Moini, Hamid, Frantisek Kalouda, and George Tesar. "Foreign Market Entry." Journal of East-West Business 14, no. 1 (February 5, 2008): 41–64. http://dx.doi.org/10.1300/j097v14n01_03.

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P. Douglas, Dr Susan, and Dr C. Samuel Craig. "Market Entry Strategies." Foreign Trade Review 39, no. 1 (April 2004): 182–95. http://dx.doi.org/10.1177/0015732515040113.

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Lin, Huang. "Choice of Market Entry Mode in Emerging Markets." Journal of Global Marketing 14, no. 1-2 (December 4, 2000): 83–109. http://dx.doi.org/10.1300/j042v14n01_05.

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Park, Changhyun. "Market entry strategies in a high-tech successive generations market: a case study of three semiconductor firms with different entry modes." Journal of Business & Industrial Marketing 35, no. 11 (April 1, 2020): 1751–66. http://dx.doi.org/10.1108/jbim-08-2019-0354.

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Purpose The purpose of this study is to explore market entry strategies in a high-tech successive generations (HTSGs) market, by investigating entry mode via entry timing and path differentiation and the performance outcomes of entry mode. Design/methodology/approach The methodology of building a theory from a longitudinal case study is adopted by using useful cases in a HTSGs market after constructing an integrated research framework to explore market entry mode. Different entry modes were investigated by studying entry timing and migration path of three firms’ case in logic semiconductor market. In addition, performance outcomes of different entry modes were measured and correlated with each other. Findings The results identified three major entry modes suitable for a HTSGs market. The three firms differentiated their entry modes by exploiting different entry timings from the earliest to the last and different migration paths including switching, leapfrogging and new entrance path to enter a market. First mover advantage also exists in a HTSGs market, and it was found uniquely that the financial performance denoted by entry mode outcomes was correlated with technological knowledge. Research limitations/implications This study extends the theory of extant entry strategy from general consumer or industrial market to HTSGs market, in which intense competition exits and technological innovation is important. Moreover, this study verified that the causality between early entry and positive performance was also effective in HTSGs market with a shorter duration of early entry advantage. Practical implications This study has managerial implications for firms to establish market entry strategy in HTSGs market and other markets. To become a product leader, a fast follower or a late follower, firms can differentiate their entry mode by adjusting the entry timing and migration path in the context of market and technology. Originality/value This study examined market entry strategies suitable for HTSGs market based on its unique characteristics and extended relevant theory into HTSGs market. Further, an integrated research framework, which explores the market entry mode, was constructed to facilitate further exploration of entry mode into other markets.
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Waterson, Michael, and P. A. Geroski. "Market Dynamics and Entry." Economica 60, no. 240 (November 1993): 488. http://dx.doi.org/10.2307/2554576.

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Machin, Stephen, and P. A. Geroski. "Market Dynamics and Entry." Economic Journal 104, no. 422 (January 1994): 169. http://dx.doi.org/10.2307/2234691.

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Ferguson, William L., and Tamela D. Ferguson. "Strategic Market Entry Project." Risk Management and Insurance Review 14, no. 1 (February 3, 2011): 145–55. http://dx.doi.org/10.1111/j.1540-6296.2010.01191.x.

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Dissertations / Theses on the topic "Market Entry"

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Tantu, Feleke, and Md Ashiqur Rahman. "Emerging markets: A case study on foreign market entry in Bangladesh." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12087.

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Abstract Title: Emerging Markets – A Case Study in Foreign Market Entry toBangladesh Keywords: emerging market, entry strategy, market entry, factors behind entry choice, entry mode, entry node, entry timing Background: Internationalism and international marketing are hot topics among the strategy discussions of the companies and as a result companies continuously look for new, unreached sales potential to their products and services as well as better use of their resources. Purpose: To find the most efficient international market entry strategy for companies moving from developed/transition economy to an emerging market. Theoretical framework: The base for the start of internationalisation process is company’s inner motives and resources. Motives and resources combined with the cultural distance, competition and general external environment of host country form potential company-specific risks for the entry to foreign market. Potential customers in combination with company resources shows how big is the match between market demand and what company can offer and therefore determines the potential reward. Risks and reward are both input to the decision making process where the potential benefits and drawbacks are analysed against each other. The output of this decision making is the entry strategy. Methodology: Internet was mainly used to collect secondary data about company resources, cultural distance and external environment. Interviews with 150 retailers inBangladesh were conducted to collect primary data about the competition and consumer behaviours in the hosiery market ofBangladesh. Then comparative analysis was made based on the model developed by the authors to reach to the decision. Conclusion: The most effective entry strategy for the entry to emerging markets is indirect exporting through an agent in case there is high location risk, moderately high competition risk, medium country risk and moderately low demand risk, the company has no surplus finances for big investments and no prior experience in doing business in an emerging market.
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Nee, Matteo. "Suture-Type Fiducial Marker Oncology Market Entry Strategy." Case Western Reserve University School of Graduate Studies / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=case1535378317004445.

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Antell, Filip, and Christopher Wallgren. "Foreign market entry : The strategic decision of foreign market entry by service firms." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19249.

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This report is investigating the subject of foreign market entry for service companies. Service firms differ from manufacturing firms since they have a low degree of tangible assets and resources and therefore service firms have to manage and develop their intangible assets to be competitive. Foreign market entry for service firms are a quite unexplored area, and forces that is connected to the subject has to be explored. The purpose of this paper is to identify motives for foreign market entry decision, and central issues a service company should consider before entering a foreign market.   The theoretical framework in the research reports is provided in the literature review chapter. The literature review contains different authors’ opinions about the subject. The theoretical framework is divided into four different sub-headings that are connected with foreign market entry. The authors did a qualitative single case study with an IT-service firm competing on the Swedish market. The empirical data was collected from five respondents at the chosen company. The primary data from the respondents was gained from in-depth interviews and the secondary data was collected from annual reports and internal documents. One conclusion in the study is that there can be a lot of different motives for an entry on a foreign market. The different motives that is stated in the study has a common denominator which is that they can all lead to increased profit in the long run. Other findings are that a service firm has to consider certain external and internal forces in the foreign market entry decision process. The external and internal forces are also linked to the choice of entry mode. The authors provide a model in the conclusion chapter which explains the foreign market entry process and the connection between the different forces.
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Al, Sedran Hassan. "Market entry and market entry mode decisions : the case of the Saudi insurance market, 2003-2017." Thesis, University of Southampton, 2018. https://eprints.soton.ac.uk/428059/.

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The literature related to market entry and market entry modes does not clearly state the overall determinants of market entry and market entry mode decisions. With more focus on external factors, external and internal factors are the main determinants this discipline of knowledge has covered. Within these two determinants, a large number of factors have been found to have an influence on market entry and market entry mode decisions. However, within the literature, external and internal factors vary from one study to another; these variations are due to the limited theoretical perspective of most studies. Furthermore, these studies tend to include different markets and industries, although there is empirical evidence that factors vary from one market or industry to another. With such limitations, each study highlights a specific stream of factors that differs from what other studies have found. Moreover, there is almost total ignorance about a third determinant, which is the managerial perspective that might influence market entry and market entry mode decisions. As a result, there is no clear guideline for main determinants that should be followed when investigating a given context or industry. Therefore, the main aim of this thesis is to create such a guideline, providing a theoretical framework of all factors that might influence market entry and market entry mode decisions. Focussing on the Saudi insurance market from 2003 to 2017, this qualitative study uses the semi-structured interviews of 36 participants. These participants represent a combination of three groups: CEOs and general managers from 33 insurance companies, participants from the main official insurance regulatory agency (the Saudi Arabian Monetary Agency, or SAMA), and independent actuaries from two advisory offices. The data were analysed using a thematic analysis. The findings of this research improve the state of knowledge in different areas. Overall, three determinants of market entry and market entry mode decisions are investigated and found to be influential: external and internal determinants (both investigated empirically) and managerial perspectives (investigated theoretically). This confirms the need for theoretical integration when studying market entry and market entry mode decisions. More specifically this thesis confirms that following the country- and industry-specific approach is better for investigating external and internal factors. Moreover, this study develops a holistic approach to screening external factors for a specific industry within a specific context or country. Within this holistic approach, the factors are classified hierarchically in a multilevel construct. Finally, two frameworks result from this research: one is a conceptual framework for practical purposes, and the other is a theoretical framework for contextual purposes.
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Kolliniatis, Vasilios A. "On entry deterrence." Thesis, University of Essex, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.302813.

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Mahoney, Daniel. "Demand, Market Structure, Entry, and Exit in Airline Markets." Thesis, University of Oregon, 2014. http://hdl.handle.net/1794/18338.

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The airline industry is a major driver of economic activity in the United States, accounting for over $1 trillion annually. In this work, I study the airline industry and analyze several key economic issues facing the industry. I examine the industry from several different angles, looking at consumer behavior, firm behavior, and market performance. The body of the dissertation comprises three essays, with each essay focusing on one of the aforementioned facets of the industry. The first essay is a study of consumer demand, using aggregate data to estimate consumer utility functions and identify preferences for airports in large, multi-airport markets. Using these utility functions, I produce tables of cross-airline and cross-airport elasticities, measuring how consumers would be expected to substitute between airports in response to airline price increases and substitute between airlines in response to airport price increases. The second essay is a study of market structure and pricing. I look at changes in market structure over a 20 year time period, focusing on the price effects of entry, exit, and mergers. By looking at both the direct effects as well as the subsequent effects on market concentration, I find that there is tremendous heterogeneity in the effects of these events across markets. The final essay is a model of firm entry and exit decisions in a network environment. I use this model to analyze firm decisions in the airline industry. I find that the size and geographic distribution of firms' networks plays an important role in their decision to further expand or contract, as firms with larger networks are more likely to expand, while firms with smaller networks are more likely to contract. Together, this body of work presents an in-depth analysis of the economic issues surrounding the airline industry. This dissertation includes both previously published and co-authored material.
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Constantatos, Christos. "Barriers to entry and market coverage in vertically-differentiated markets." Thesis, University of Ottawa (Canada), 1991. http://hdl.handle.net/10393/7803.

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We first derive the optimal price-quality choice of a protected multi-product monopolist operating in a market that could otherwise sustain two or more firms. The main results of this analysis is that in many instances the monopolist will choose not to serve the entire market even when the fixed entry cost is very low and the corresponding number of qualities marketed by the monopolist is very large. Next, we turn our attention to natural duopolies with single-product firms and we examine the implications of entry threats when entry is sequential. Neither is maximal differentiation a general outcome of such competition in the absence of entry threats, nor is minimal differentiation the necessary outcome when entry is contested. When the incumbent firms are facing entry threats, we show that the nature of the fixed cost can confer first mover advantages to the incumbent firms. Next we combine our previous results to examine whether an entry threat will induce a multiproduct monopolist to cover any parts of the market he/she would choose to leave unserved in the absence of such threat. We find that there are many cases where the uncovered market result is robust to the threat of entry. Our next concern is whether a strategic quality choice can protect the monopolist from entry without an increase in the number of qualities as well as whether such a choice can be superior, in terms of profits, to product proliferation. The answer to both questions is positive and the last issue of this thesis is how market coverage is affected by such a strategy. (Abstract shortened by UMI.)
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Cui, Fan. "Market access and the choice of market entry mode." Thesis, London School of Economics and Political Science (University of London), 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.434324.

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Akhsassi, Rania. "Foreign Market Entry Strategy & International Franchising : Doing Business in Morocco." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35548.

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Today’s market environment is increasingly growing due to the economical globalization; with international trade, financial transfers and foreign direct investments the economy is becoming highly interconnected. The advances in communication and transportation technology combined with free-market ideology, have given products and services remarkable mobility. Nowadays, international companies are focusing on opening the world markets to their goods especially in emerging markets in order to take advantage of these markets opportunities and be part of its developing and growing infrastructure. In order for international companies to enter foreign markets, there are a variety of factors to consider while planning a strategic approach to reach new customers and differentiate their products and services from national and international competitors within the chosen market. This thesis will focus on featuring the significant factors that could affect companies entering new markets; the study is a qualitative single case study of IKEA, it will specifically investigate IKEA’s franchising in the Moroccan market and forms of internal and external factors that could affect IKEA’s entry into the market as well as it will highlight the main concepts that managers should consider when planning to enter the Moroccan market. The study was based on theoretical framework combined with empirical findings that were collected from secondary data such as annually reports and trade documents as well as through conducting in-depth interviews with IKEA’s managers to increase the study reliability and validity. According to the study findings and analytical results, the conclusion is that IKEA will not face major internal and external obstacles that would affect their operations significantly. There are few factors that could arise while entering the Moroccan market but from a holistic view this minor interferences can be overcame through IKEA’s full awareness of the market and their application of a vigorous, flexible and convenient strategic approach.
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Barua, Debashish, and Mahmudur Rahman Chowdhury. "Market Entry Mode Strategies – A study of Bangladesh Mobile Telecommunication Market for Foreign Companies." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-34965.

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Background: Now-a-days, the forces of globalization derive firms to go to international market. When a firm thinks to expand its business outside of the home market, it needs to explore the form of operation through which it will enter into the foreign market. International entry mode research deals with this matter. (Brouthers et.al.2007). Selection of an optimal entry mode strategy is very important because it is very difficult to change or correct and have a long-term impact on the firm’s foreign operation (Pedersen, Petersen, & Benito, 2002). Actually, it is very difficult for a firm to serve in the market on a permanent basis without a well formulated entry strategy. (Pehrsson A. 2008). Market entry mode strategies are influenced by both firm and country level factors and a firm must take into consideration these factors in choosing an appropriate entry mode. Purpose: The basic purpose is to gain a deep knowledge about the critical factors in selecting an optimal international market entry mode strategy to enter into an emerging market. The minor purpose is to justify the suitability of the target market. Methodology: Due to the dependency on subjective interpretation of text or other visual material and small sample was used to investigate the specific phenomena, qualitative method has been practised in this research process. Secondary data has been mainly collected from e-sources, and primary data has been collected through phone interview with the three foreign mobile telecom companies in Bangladesh. Findings: Bangladesh mobile telecommunication market is still attractive for the foreign entrants and the optimal entry mode strategy is joint venture to enter into the moderately attractive industry. Implications: The study has showed that international entry mode strategy is affected by various organizational, economical, Institutional, and sociological factors (categorized as country and firm level factors). This research has also provided relevant information to the potential foreign firms about which country and firm level factors should consider in formulating a well entry mode strategy in perspective of an emerging market.
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Books on the topic "Market Entry"

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Haak, Ulrike Maria, and René Haak. Market Entry in Japan. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230582170.

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Prange, Christiane, ed. Market Entry in China. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29139-0.

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Geroski, P. A. Market dynamics and entry. Oxford: Blackwell, 1991.

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International market entry strategies. 5th ed. [Ottawa, Ont.]: FITT, 2008.

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Market dynamics and entry. Oxford, UK: B. Blackwell, 1991.

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Markusen, James R. Endogenous market structure and foreign market entry. Cambridge, MA: National Bureau of Economic Research, 2009.

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Markusen, James R. Endogenous market structure and foreign market entry. Cambridge, MA: National Bureau of Economic Research, 2009.

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Drews, Ralf, and Melissa Lamson. Market Entry into the USA. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-17124-1.

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Jeffcock, J. Market entry strategies for Prosource. Oxford: Oxford Brookes University, 1995.

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Leith, D. J. Market entry strategy for the computer memory upgrade market. Oxford: Oxford Brookes University, 1997.

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Book chapters on the topic "Market Entry"

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Wang, Xuehe, and Lingjie Duan. "Market Entry." In Encyclopedia of Wireless Networks, 766–71. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-78262-1_24.

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Wang, Xuehe, and Lingjie Duan. "Market Entry." In Encyclopedia of Wireless Networks, 1–6. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-32903-1_24-1.

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Sitkin, Alan. "Market entry." In International Business, 231–61. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003159056-11.

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Calvelli, Adriana, and Chiara Cannavale. "Market Entry Strategy." In Internationalizing Firms, 59–110. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91551-7_3.

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Backhaus, Klaus, Joachim Büschken, and Markus Voeth. "Market Entry Strategies." In International Marketing, 110–220. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-0-230-21446-0_5.

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Fuchs, Manfred. "Market Entry Decisions." In International Management, 137–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2022. http://dx.doi.org/10.1007/978-3-662-65870-3_4.

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Fuchs, Manfred. "Market Entry Modes." In International Management, 179–230. Berlin, Heidelberg: Springer Berlin Heidelberg, 2022. http://dx.doi.org/10.1007/978-3-662-65870-3_5.

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Wynn-Williams, Michael. "International Market Entry." In Managing Global Business, 113–37. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-34826-5_5.

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Leih, Sohvi, and David J. Teece. "Market Entry Strategies." In The Palgrave Encyclopedia of Strategic Management, 980–84. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_428.

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Leih, Sohvi, and David J. Teece. "Market Entry Strategies." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_428-1.

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Conference papers on the topic "Market Entry"

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Sassenburg, Hans, and Egon Berghout. "An economic model for market entry strategies." In the 2006 international workshop. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1139113.1139122.

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Ouwerkerk, Tim. "A New Player Entry To The Deepwater Market." In SPE/IADC Drilling Conference and Exhibition. Society of Petroleum Engineers, 2011. http://dx.doi.org/10.2118/140281-ms.

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Chen, Chuan, and John I. Messner. "Taxonomy for International Construction Market Entry Mode Selection." In Construction Research Congress 2005. Reston, VA: American Society of Civil Engineers, 2005. http://dx.doi.org/10.1061/40754(183)53.

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Ibrahim, Norizzati, Che Maznah Mat Isa, Fatin Najwa Mohd Nusa, Christopher Nigel Preece, and Mohd Khairolden Ghani. "Significant Factors Influencing Entry Decisions (SEFIED) into International Market." In 2021 IEEE 12th Control and System Graduate Research Colloquium (ICSGRC). IEEE, 2021. http://dx.doi.org/10.1109/icsgrc53186.2021.9515240.

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"Modelling MNC's market entry order strategy: evidence from China." In 22nd International Congress on Modelling and Simulation. Modelling and Simulation Society of Australia and New Zealand (MSSANZ), Inc., 2017. http://dx.doi.org/10.36334/modsim.2017.e1.qi.

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Hou, Jing, and Houcai Shen. "Market Entry of Contract Manufacturer under Asymmetric Customer Loyalty." In 2019 16th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2019. http://dx.doi.org/10.1109/icsssm.2019.8887719.

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Lux, Thomas, and Yannik Kempf. "Success Factors for Market Entry of Mobile Health Startups." In 2021 IEEE/ACS 18th International Conference on Computer Systems and Applications (AICCSA). IEEE, 2021. http://dx.doi.org/10.1109/aiccsa53542.2021.9686849.

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Ramadani, Nehat. "Joint Venture as a market entry mode into the foreign market. Case study: Kosova." In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2016. http://dx.doi.org/10.33107/ubt-ic.2016.21.

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Babkina, N. A., and E. S. Novopashina. "MARKET ENTRY BARRIERS FOR AMUR REGION'S DAIRY PRODUCERS PLANNING TO ENTER THE CHINESE MARKET." In RUSSIA AND CHINA: A VECTOR OF DEVELOPMENT. Amur State University, 2019. http://dx.doi.org/10.22250/rc.2019.1.49.

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Sanny, L., Jennifer, I. Triana, and B. W. Y. Kelana. "Sustainable market entry strategy case on healthcare industry SME in Indonesia to enter Vietnamese market." In 1ST INTERNATIONAL CONFERENCE ON ACHIEVING THE SUSTAINABLE DEVELOPMENT GOALS. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0109104.

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Reports on the topic "Market Entry"

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Markusen, James, and Frank Stähler. Endogenous Market Structure and Foreign Market Entry. Cambridge, MA: National Bureau of Economic Research, November 2009. http://dx.doi.org/10.3386/w15530.

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Lebedev, Aleksandr Nikolaevich, Tsayoue Li, and Inna Li. Foreign market entry strategies: alternative choosing. DOI CODE, 2023. http://dx.doi.org/10.18411/doicode-2023.187.

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Das, Sanghamitra, Mark Roberts, and James Tybout. Market Entry Costs, Producer Heterogeneity, and Export Dynamics. Cambridge, MA: National Bureau of Economic Research, December 2001. http://dx.doi.org/10.3386/w8629.

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4

Dunne, Timothy, Shawn Klimek, Mark Roberts, and Daniel Yi Xu. Entry, Exit, and the Determinants of Market Structure. Cambridge, MA: National Bureau of Economic Research, September 2009. http://dx.doi.org/10.3386/w15313.

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Nguyen, Van Thang, José María Peiró, Quang Canh Le, and Vicente González-Romá. Vietnamese Graduates' Labour Market Entry and Employment: A Tracer Study. Uppsala University, June 2020. http://dx.doi.org/10.33063/diva-409987.

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Davis, Steven, Kevin Murphy, and Robert Topel. Entry, Pricing and Product Design in an Initially Monopolized Market. Cambridge, MA: National Bureau of Economic Research, October 2001. http://dx.doi.org/10.3386/w8547.

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Li, Suhui, and Avi Dor. How Do Hospitals Respond to Market Entry? Evidence from A Deregulated Market for Cardiac Revascularization. Cambridge, MA: National Bureau of Economic Research, March 2013. http://dx.doi.org/10.3386/w18926.

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Dobkin, Carlos, and Fernando Ferreira. Do School Entry Laws Affect Educational Attainment and Labor Market Outcomes? Cambridge, MA: National Bureau of Economic Research, May 2009. http://dx.doi.org/10.3386/w14945.

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Tyler, John, and Jeffrey Kling. Prison-Based Education and Re-Entry into the Mainstream Labor Market. Cambridge, MA: National Bureau of Economic Research, March 2006. http://dx.doi.org/10.3386/w12114.

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Gil, Ricard, Jean-François Houde, Shilong Sun, and Yuya Takahashi. Preemptive Entry and Technology Diffusion: The Market for Drive-in Theaters. Cambridge, MA: National Bureau of Economic Research, October 2021. http://dx.doi.org/10.3386/w29408.

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