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Capacity rationalization and exit strategies

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  • Andrew Wood

Abstract

A case study of the response to chronic excess capacity in a small competitive industry (the manufacturing of clay bricks) permits a generalization of Bower's concentration hypothesis. Barriers to exit produced a free rider problem where only smaller and lower quality brick plants were shut when the efficient solution demanded major closures. The exit logjam was resolved by the strategic actions of growth‐maximizing managers. They used major acquisitions as the basis for substantial reductions in firm and industry capacity while growing their own market share. The fall in industry capacity enabled other firms to follow suit while maintaining their market share as predicted by prospect theory. Copyright © 2008 John Wiley & Sons, Ltd.

Suggested Citation

  • Andrew Wood, 2009. "Capacity rationalization and exit strategies," Strategic Management Journal, Wiley Blackwell, vol. 30(1), pages 25-44, January.
    • Handle: RePEc:bla:stratm:v:30:y:2009:i:1:p:25-44
    DOI: 10.1002/smj.725
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    Cited by:

    1. Richard J. Arend, 2022. "Breaking Cournot: The Effects of Capacity-Adjusting Technology," JRFM, MDPI, vol. 15(9), pages 1-11, August.
    2. Hong Zhu & Qi Zhu, 2016. "Mergers and acquisitions by Chinese firms: A review and comparison with other mergers and acquisitions research in the leading journals," Asia Pacific Journal of Management, Springer, vol. 33(4), pages 1107-1149, December.
    3. Emah Patrick Etokudoh & Mehraz Boolaky & Mridula Gungaphul, 2017. "Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria," SAGE Open, , vol. 7(4), pages 21582440177, October.

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