Mapping a sector's scope transformation and the value of following the evolving core

Cetorelli, N, Jacobides, M G and Stern, S (2021) Mapping a sector's scope transformation and the value of following the evolving core. Strategic Management Journal, 42 (12). pp. 2294-2327. ISSN 0143-2095

Abstract

A surprisingly neglected facet of sector evolution is the evolutionary analysis of firms', and thus a sector's, scope. Defining a sector as a group of firms that can change their scope over time, we study the transformation of U.S. banking firms. We undertake a sectoral, population‐wide study of business‐scope transformation, with particular focus on which segments banks expand into. As financial intermediation evolved, a continuously shifting set of activities became associated with “core banking,” with scope changing and relatedness itself (measured through coincidence) evolving over the banking sector's history. Banks that expand scope while staying close to this evolving core attain net performance benefits. Identification tests show that the benefits of following the evolving core are robust to endogeneity.

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Item Type:	Article
Subject Areas:	Strategy and Entrepreneurship
Additional Information:	© 2021 The Authors. Strategic Management Journal published by John Wiley & Sons, Ltd
Funder Name:	London Business School, London Business School
Date Deposited:	23 Mar 2021 10:04
Date of first compliant deposit:	11 May 2021
Subjects:	United States Banks Structural changes
Last Modified:	26 Dec 2024 02:33
URI:	https://lbsresearch.london.edu/id/eprint/1712

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