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Market share gain is one of the key objectives for all firms for seeking growth. It is also a fundamental aspect of competitive rivalry. The extant review of the literature points to a gap among market share performances of emerging market multinationals (EMNEs) firms, advanced economy multinationals (AMNEs) and local firms. The purpose of this study is to delineate and contrast the market share performance of EMNEs, AMNEs and local firms in Africa.

The study used available longitudinal data (2013–2022) of six industries across four African countries from Euromonitor Passport, a rich, proprietary database.

Applying contingency theory, the study shows that, over time, there is no clear-cut winner in all markets and industries. Rather, market share gain is contingent on country and industry settings in Africa. Empirical analysis demonstrates that high-tech EMNE firms operating in Africa will exceed those of high-tech AMNEs and local firms. The findings also show that local firms generally performed better during the pandemic.

As Africa is a region of interest for scholars and practitioners, critical international business (IB) research contributions in Africa have predominantly focused on foreign investments from a particular nation. The present study enriches the literature by comparing the market share performance of AMNEs, EMNEs and local firms in this important region – during and prepandemic. The study offers theoretical and managerial implications for understanding the long-term performance of these three types of firms.

This paper aims to explore market dynamics and strategic issues that contribute to a late entrant's success in achieving market leadership in the prescription (Rx) and over‐the‐counter (OTC) markets. In the Rx market, consumers must receive physicians' approval before purchasing the product. In the OTC market, consumers make the final drug choice.

Data on sales (both Rx and OTC) and direct‐to‐consumer advertising expenditures for nine gastrointestinal drug products were obtained covering a 17‐year period. Ordinary least squares regression was employed.

The findings show that late‐market entrants, despite existing challenges, can become market leaders. This applies to both the Rx and OTC markets, via varying mechanisms.

This study is unique in demonstrating the differential mechanism in achieving market success for late entrants in the Rx and OTC markets.

As measuring returns on intangible assets has become more and more crucial in the contemporary business environment, this study seeks to explore the impact of a firm's supply‐chain specific intangible assets on firm performance, drawing on the dynamic capabilities view of the firm.

As an exploratory study that links supply chain activities with firm brand, the study investigates how a firm's supply chain characteristics, such as interfirm activity integration, interfirm system integration, and supply chain responsiveness, affect brand equity and ultimately firm performance, based on responses from 184 US supply chain managers.

The results of the study indicate that both interfirm system integration and supply chain responsiveness have a direct positive effect on brand equity. However, the effect of interfirm activity integration on brand equity is totally mediated by supply chain responsiveness.

The study relied on a single informant from each business unit in testing the study framework, investigating a selected few supply chain specific antecedents of brand equity only. The supply chain specific characteristics of the firm the study explored deserve more research attention in the literature as they directly or indirectly help enhance brand equity. Supply chain integration is multidimensional: interfirm activity integration and interfirm system integration. The effect of interfirm activity integration on brand equity is totally mediated by supply chain responsiveness.

Managers should understand the importance of their supply chain activities in improving and managing brand equity.

The study explores supply chain specific antecedents of a firm's brand equity for the first time.