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National or third-party manufacturer? Sourcing strategy of a dominant platform: Signaling game's perspective
16 references·1 citing·47 second hop
National or third-party manufacturer? Sourcing strategy of a dominant platform: Signaling game's perspective (2023)National or third-party manufacturer? 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(2014)Does a Store Brand Always Hur…Product variety and channel structure strategy for a retailer-Stackelberg supply chain (2013)Product variety and channel s…Impacts of Power Structure on Supply Chains with Uncertain Demand (2013)Impacts of Power Structure on…INFORMATION TECHNOLOGY AS AN ENABLER OF SUPPLY CHAIN COLLABORATION: A DYNAMIC-CAPABILITIES PERSPECTIVE (2011)INFORMATION TECHNOLOGY AS AN …Private label positioning: Quality versus feature differentiation from the national brand (2006)Private label positioning: Qu…Who Benefits from Store Brand Entry? (2004)Who Benefits from Store Brand…W hy R etailers S ell P rivate L abels (1995)W hy R etailers S ell P rivat…Belief-Based Refinements in Signalling Games (1993)Belief-Based Refinements in S…Threat or opportunity? E-commerce platform’s store brand introduction in the presence of CSR concern (2025)Threat or opportunity? E-comm…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Firm Resources and Sustained Competitive Advantage (1991)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)A Contingent Resource‐Based Perspective of Supply Chain Resilience and Robustness (2014)Resource based theory in operations management research (2015)Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018)Power-Dependence Relations (1962)Pricing and the Newsvendor Problem: A Review with Extensions (1999)The concept of power (2007)Manufacturer and retailer coordination for environmental and economic competitiveness: A power perspective (2016)Contract and product quality in platform selling (2018)Firms’ green R&D cooperation behaviour in a supply chain: Technological spillover, power and coordination (2019)Price and Quantity Competition in a Differentiated Duopoly (1984)The Theory of Industrial Organization (1988)Stability in Competition (1990)Retailing research: Past, present, and future (2007)Advertising in Asymmetric Competing Supply Chains (2013)Towards a unified theory of brand equity: conceptualizations, taxonomy and avenues for future research (2015)Vertical Integration and Antitrust Policy (1950)Managing Channel Profits (1983)Environmental supply chain dynamics (2000)The Strategic Positioning of Store Brands in Retailer–Manufacturer Negotiations (2004)Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation (2006)Risk Ownership in Contract Manufacturing (2007)Distribution of the Estimators for Autoregressive Time Series with a Unit Root (1979)Likelihood Ratio Statistics for Autoregressive Time Series with a Unit Root (1981)Testing for a Unit Root in Time Series Regression (1988)Does Chatter Really Matter? Dynamics of User-Generated Content and Stock Performance (2011)From Social to Sale: The Effects of Firm-Generated Content in Social Media on Customer Behavior (2015)Direct Marketing, Indirect Profits: A Strategic Analysis of Dual-Channel Supply-Chain Design (2003)Channel Conflict and Coordination in the E‐Commerce Age (2004)Agency Selling or Reselling? Channel Structures in Electronic Retailing (2015)The optimal combination between selling mode and logistics service strategy in an e-commerce market (2020)Optimal selling format considering price discount strategy in live-streaming commerce (2023)Signaling Games and Stable Equilibria (1987)Supply Chain Inventory Management and the Value of Shared Information (2000)Platform Information Transparency and Effects on Third‐Party Suppliers and Offline Retailers (2021)Strategic Information Sharing of Online Platforms as Resellers or Marketplaces (2022)Live-streaming selling modes on a retail platform (2023)Theory of Industrial Organization. (1989)Effects of Consumer‐to‐Consumer Product Sharing on Distribution Channel (2017)Manufacturer’s financing strategy in a dual-channel supply chain: Third-party platform, bank, and retailer credit financing (2019)Information sharing in an E-tailing supply chain for fresh produce with freshness-keeping effort and value-added service (2020)Time-on-the-Market as a Sign of Quality (1999)Liquidity: A New Monetarist Perspective (2017)Channel mode selection for an e-platform supply chain in the presence of a secondary marketplace (2022)Should competing suppliers with dual-channel supply chains adopt agency selling in an e-commerce platform? (2023)
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References

  • 2011INFORMATION TECHNOLOGY AS AN ENABLER OF SUPPLY CHAIN COLLABORATION: A DYNAMIC-CAPABILITIES PERSPECTIVE512 cited
  • 2019Agency selling or reselling: E-tailer information sharing with supplier offline entry418 cited
  • 2021Supplier Encroachment, Information Sharing, and Channel Structure in Online Retail Platforms379 cited
  • 2004Who Benefits from Store Brand Entry?369 cited
  • 1993Belief-Based Refinements in Signalling Games367 cited
  • 2021Information Sharing in an Online Marketplace with Co‐opetitive Sellers341 cited
  • 1995W hy R etailers S ell P rivate L abels323 cited
  • 2006Private label positioning: Quality versus feature differentiation from the national brand295 cited
  • 2016To Share or Not to Share: Demand Forecast Sharing in a Distribution Channel271 cited
  • 2013Impacts of Power Structure on Supply Chains with Uncertain Demand241 cited
  • 2018Information Sharing on Retail Platforms230 cited
  • 2014Does a Store Brand Always Hurt the Manufacturer of a Competing National Brand?192 cited
  • 2013Product variety and channel structure strategy for a retailer-Stackelberg supply chain182 cited
  • 2018Quality and Pricing Decisions in a Market with Consumer Information Sharing165 cited
  • 2021

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Quality and Private Label Encroachment Strategy
136 cited
  • 2021Brand Spillover as a Marketing Strategy131 cited
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    • 2025Threat or opportunity? E-commerce platform’s store brand introduction in the presence of CSR concern16 cited