Competitive Dynamic between Individual Behaviors of the Mass Media Industry

  • Yogi Yunanto Fakultas Business Economics, Airlangga University
  • Fendy Suhariadi Fakultas Psychology, Airlangga University
  • Praptini Yulianti Fakultas Business Economics, Airlangga University
Keywords: Competitive dynamics, The mass media industry, Technology


Competitive behavior is also a major factor in the competitive media industry is now getting very tight. This is caused by the print media competition with online or Internet-based media in getting news and advertising to attract participants from readers. This research method uses historical depth case study intended to produce an institutional explanation of the characteristics of the typical behavior shown by principal component analysis. The study also incorporates the classical approach to the historical focus on qualitative interpretation of data, In order to survive, the print media should be able to maintain the credibility and public trust on the information presented is now more attractive and more accurate. The print media began to be threatened because of the rapid development of emerging online media via internet access has encouraged people to seek to access online media simply and easily via mobile phones or gadgets. Connoisseurs of the print media loyal readers will turn to online news media. Reality has happened would threaten the print media industry, but the print media already have the characteristics of the first, namely: the news that is always clear, complete and detailed, online media faster and more sophisticated to broadcast news and always up to date but the online news can only be enjoyed by using the sophisticated tool not all communities have the tools and not all people can use sophisticated technology to always follow the news online.


BPS. (2015).

Bryant, J. M. (1994). Evidence and Explanation in History and Sociology : Critical Reflections on Goldthorpe ’ s Critique of Historical Sociology. The British Journal OfSociology, 45(1), 3–19. Retrieved from

Carden, A., & Allen, D. W. (2013). The institutional revolution : measurement & the economic emergence of the modern. The University of Chicago Press, 14, 267.

Carr, E. H. (1966). What is history? Foundations of a Planned Economy, 1, 157–185.

Chen, G., & Hambrik, D. C (2012). CEO Replacement in Turnaround Situations : Executive ( Mis ) Fit and Its Performance Implications CEO Replacement in Turnaround Situations : Executive ( Mis ) Fit and Its Performance Implications. Organization Science Publication, 23(1), 225–243. Retrieved from

Chen, M. J., & Hambrik, D. C. (1995). Speed , Stealth , And Selective Attack : How Small Firms Differ From Large Firms In Competitive Behavior. The Academy of Management Journal, 38(2), 453–482. Retrieved from

Chen, M., & Miller, D. (2012). Competitive Dynamics. The Academy of Management Annals, 6(1), 135–210.

Chen, M. J., Su, K, H., & Tsai, W. (2007). Competitive Tension : The Awareness-Motivation-Capability Perspective. Academy Of Management Journal, 50(1), 101–118. Retrieved from

Gnyawali, D. R., & Madhavan, R. (2001). Cooperative Networks And Competitive Dynamics: A Structural Embeddedness Perspective. Academy of Management, 26(3), 431-445. Retrieved from

Eliram, L. M., Tate, W. L., & Feitzinger, E. G. (2013). Factor-Market Rivalry And Competition For Supply Chain Resources. Journal of Supply Chain Management Resources, 49, 29–46. Retrieved from

Greif, A. (1993). Contract Enforceability and Economic Institutions in Early Trade : The Maghribi Traders ’ Coalition. The American Economic Review, 83(3), 525–548. Retrieved from

Greif, A., & Laitin, D. D. (2004). A Theory of Endogenous Institutional Change. American Political Science Review, 98(4), 633–652. Retrieved from

Hambrick, D. C., Cho, T. S., & Chen, M. J (1996). The Influence of Top Management Team Heterogeneity on Firms’ Competitive Moves. Administrative Science Quarterly, 41(4), 659–684. Retrieved from

Ingram, P., & Silverman, B. (2016). The New Institutionalism in Strategic Management. Advances in Strategic Management. 19, 1-30. Retrieved from

Jacobides, M. G. (2005). Industry Change Through Vertical Disintegration : How And Why Markets Emerged In Mortgage Banking. Academy Of Management Journal, 48(3), 465–498. Retrieved from

Ketchen, D. J., Snow, C. C., & Hoover, V. L. (2004). Research on Competitive Dynamics : Recent Accomplishments and Future Challenges. Journal of Management, 30(6), 779–804.

Lamberg, J. Laurila, J., & Nokelainen, T. (2016). Institutional Path Dependence in Competitive Dynamics : The Case of Paper Industries in Finland and the USA. Managerial And Decision Economics, 1–21.

Langlois, R. N. (1985). Rationality , institutions , and explanation. Cambridge: Cambridge University. Retrieved from

Langlois, R. N. (2013). The Institutional Revolution : A review essay, 26, 383–395.

Livengood, R. S., & Reger, R. K. (2010). That ’ S Our Turf ! Identity Domains And Competitive Dynamics. Academy of Management Review, 35(1), 48–66. Retrieved from

Mantzavinos, C., North, D. C., & Shariq, S. (2004). Learning, Institutions, and Economic Performance. Learning, Institutions, and Economic Performance Learning, 2(2), 75–84. Retrieved from

Ndofor, H. A., Sirmon, D. G., & He, X. (2011). Firm Resources , Competitive Actions And Performance : Investigating A Mediated Model With Evidence From The In-Vitro Diagnostics Industry. Strategic Management Journal, 32, 640–657.

Denzau, A. T., & North, D. C. (1994). Shared Mental Models : Ideologies and Institutions. KYKLOS: International Review for Social Sciene, 47(1), 3–31. Retrieved from

Pierson, P. (2000). Increasing Returns, Path Dependence and the Study of Politics. The American Political Science Review, 94(2), 251–267. Retrieved from

Podolny, J. M. (1993). A Status-based Competition Model of Market Competition. The American Journal of Sociology, 98(4), 829–872. Retrieved from

Porter, M. E. (1996). What is Strategy. Harvard Business Review, 74(6), 61–78. Retrieved from

Robertson, P. L., & Langlois, R. N. (1994). Institutions, Inertia and Changing Industrial Leadership. University of Victoria, 8(6), 359–378. Retrieved from

Smith, K. G., Grimm, C. M., Gannon, M. J., & Chen, M. J. (1991). Organizational Information Processing, Competitive Responses and Performance In The US . Domestic Airline Industry. Academy Of Management Journal, 34(1), 60–85. Retrieved from

Smith, J. B., & Barclay, D. W. (1999). Selling partner relationships: The role of interdependence and relative influence. The Journal of Personal Selling and Sales Management, 19(4), 21–40.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509–533. Retrieved from

Wernerfelt, B. (1984). A Resource-based View of the Firm. Strategic Management Journal, 5(2), 171–180. Retrieved from

Williams, S. D., & Williams, S. D. (2007). Gaining and losing market share and returns : a competitive dynamics model Gaining and losing market share and returns : a competitive dynamics model. Journal of Strategic Marketing ISSN:, 15, 139–148.

Williamson, O. E. (1991). Strategizeng, Economizing, and Aconomic Organization. Strategic Maiaagemnent Journal, 12, 75–94. Retrieved from

Williamson, O. E. (2000). The New Taking Institutional Economics : Taking Stock, Looking Ahead. Journal of Economic Literature, 38(3), 595–613. Retrieved from

Winter, S. G. (2006). Toward A Neo-Schumpeterian Theory Of The Firm. Deloitte and Touche Professor of Management, 7(3), 1–20. Retrieved from

Yu, T., & Subramaniam, M. (2009). Rivalry Deterrence In International Markets : Contingencies Governing The Mutual Forbearance Hypothesis. Academy of Management Journal, 52(1), 127–147. Retrieved from

Zenger, T., Lazzarini, S. & Poppo, L. (2000), "Informal and formal organization in new institutional economics", Ingram, P. and Silverman, B. (Ed.) The New Institutionalism in Strategic Management (Advances in Strategic Management, Vol. 19), Emerald Group Publishing Limited, Bingley, pp. 277-305.

Abstract viewed = 61 times
PDF downloaded = 32 times