Koçak,Ö.Topaler,B.2024-10-152024-10-15202302333-2050https://doi.org/10.1287/stsc.2022.0179https://hdl.handle.net/20.500.12469/6539An outstanding question in research on competitive strategy is what determines the strength and type of strategic response that incumbents deploy against new entrants. We argue that strategists’ assessment of threat from new entrants and their choice of strategic reactions depend on the shared identity schema in their field. Position of new entrants across identity categories indicate whether they pose a competitive threat within the same identity-based niche or outside it and whether they threaten to erode the incumbent’s category’s social value relative to other categories. Potential reactions to these threats can also be classified according to whether they protect or enhance the value that incumbents create and capture through their membership in their identity category. Matching identity-relevant strategic actions to the type of threat that new entries pose, we argue that incumbents (1) employ identity-deepening tactics in response to competition in their identity-based niche; (2) use identity-extending tactics in response to competition outside their niche; (3) respond to categorical identity threats by affirming their identities; and (4) are less likely to respond to either competitive or identity threats that originate from new entrants that do not clearly fit in the shared identity schema. We find support for our predictions in analyses using data on the population of Turkish universities over a 30-year period. We discuss theoretical implications for ecological and socio-cognitive studies of markets and practical implications for predicting patterns of strategic interaction and disruptive potential of new entrants. Copyright: © 2022 The Author(s)eninfo:eu-repo/semantics/closedAccesscompetitive strategymanagerial and organizational cognitionorganizational ecologyorganizational identitystrategic positioningArticle4054254810.1287/stsc.2022.01792-s2.0-85180089185Q2