Are U.S. Managers Superstitious about Market Share?
Keywords
superstition effects, market share myth, demand volatility
Abstract
Superstition has always had a big impact on human behavior, sometimes yielding macroeconomic effects for even the most industrialized societies. An example of the effects of superstition is the rate of Japanese births from 1960 to 1990 (see Figure 1). A general, steady decline is evident in recent decades. But what jumps out is the single-year 25 percent drop in 1966. Such a sudden dip and recovery in birthrates meant all kinds of problems for companies selling baby cribs in 1966 or bicycles in 1972, for colleges and universities in 1984, and for employers in 1988.
Original Publication Citation
Anterasian, Cathy, John L. Graham, and R. Bruce Money (1996), “Are U.S. Managers Superstitious About Market Share?” Sloan Management Review, 37 (Summer), 67-77.
BYU ScholarsArchive Citation
Anterasian, Cathy; Graham, John L.; and Money, Bruce, "Are U.S. Managers Superstitious about Market Share?" (1996). Faculty Publications. 8632.
https://scholarsarchive.byu.edu/facpub/8632
Document Type
Peer-Reviewed Article
Publication Date
1996
Publisher
Sloan Management Review
Language
English
College
Marriott School of Business
Department
Marketing
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