Competitors' Strategic Heterogeneity and Firm Performance

  1. Gómez, J. 1
  2. Orcos, R. 2
  3. Palomas, S. 1
  1. 1 Universidad de La Rioja

    Universidad de La Rioja

    Logroño, España


  2. 2 Universidad de Zaragoza

    Universidad de Zaragoza

    Zaragoza, España


Long Range Planning

ISSN: 0024-6301

Year of publication: 2015

Volume: 49

Issue: 1

Pages: 145-163

Type: Article

DOI: 10.1016/J.LRP.2014.09.006 SCOPUS: 2-s2.0-84923848742 WoS: WOS:000375350400010 GOOGLE SCHOLAR

More publications in: Long Range Planning


Cited by

  • Scopus Cited by: 3 (07-05-2023)
  • Web of Science Cited by: 3 (13-05-2023)
  • Dimensions Cited by: 3 (30-03-2023)

JCR (Journal Impact Factor)

  • Year 2015
  • Journal Impact Factor: 2.936
  • Journal Impact Factor without self cites: 2.851
  • Article influence score: 1.977
  • Best Quartile: Q1
  • Area: BUSINESS Quartile: Q1 Rank in area: 22/120 (Ranking edition: SSCI)
  • Area: MANAGEMENT Quartile: Q1 Rank in area: 28/192 (Ranking edition: SSCI)
  • Area: PLANNING & DEVELOPMENT Quartile: Q1 Rank in area: 3/55 (Ranking edition: SSCI)

SCImago Journal Rank

  • Year 2015
  • SJR Journal Impact: 1.817
  • Best Quartile: Q1
  • Area: Strategy and Management Quartile: Q1 Rank in area: 34/445
  • Area: Finance Quartile: Q1 Rank in area: 31/274
  • Area: Geography, Planning and Development Quartile: Q1 Rank in area: 18/728


  • Social Sciences: A+

Scopus CiteScore

  • Year 2015
  • CiteScore of the Journal : 6.6
  • Area: Geography, Planning and Development Percentile: 98
  • Area: Finance Percentile: 96
  • Area: Strategy and Management Percentile: 94


(Data updated as of 30-03-2023)
  • Total citations: 3
  • Recent citations: 1
  • Field Citation Ratio (FCR): 0.86


This paper explores intra-industry heterogeneity by proposing a new perspective. Whereas the strategic management literature tends to conceptualize strategic heterogeneity as the divergence between a focal firm and its rivals, we offer a complementary view in which we consider it to be the result of the differences among the strategic positions of the rivals of a firm. We argue that, when heterogeneity is examined from this perspective, vicarious learning and competitive alignment (instead of competition, collusion or legitimation) are the mechanisms that explain the impact of heterogeneity on performance. We also propose that the experience that firms accumulate by competing with the same rivals moderates this relationship. We test our hypotheses on the Spanish banking sector over the period 1999-2009. The results are consistent with them. © 2014 Elsevier Ltd.