Competitive Strategy

Shane Greenstein on the Decline of Encyclopedia Britannica

An established and leading firm, such as Encyclopædia Britannica, would seem to have enormous advantages over its competitors in a new market. Why would a successful firm come to have…

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The Nanoeconomics of FirmLevel DecisionMaking and Industry Evolution

What determines firm outcomes in terms of acquisition, dissolution, and survival? This article answers this crucial question of strategy and elaborates on the extent to which the outcome is under…

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When your problem becomes my problem

What happens to my operations when a competitor’s operations are disrupted? While research has examined how a disrupted firm can recover, little attention has been paid to competitors, except their…

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Quantum leaps or baby steps?

While the pursuit of novel technological ideas is the driving force of sustained competitive advantage, managers often reject novel ideas in favor of more familiar ones. How then can managers…

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Karna, Richter, & Riesenkampff – Capabilities & the environment

Within the capabilities‐based view of the firm, there is debate about the relative importance of ordinary and dynamic capabilities for firm performance and about the extent to which their performance…

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Uriel Stettner & Dovev Lavie on ambidexterity

Research streams on competition and cooperation are central to the field of strategic management but have evolved independently. The emerging literature on coopetition has brought attention to the phenomenon of…

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Platform Ecosystems as Metaorganizations

Platform ecosystems have spurred new products and services, sparked innovation, and improved economic efficiency in various industries and technology sectors. A distinctive feature of the platform architecture is its modular…

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Victor Bennett & Lamar Pierce on competition in complementary product markets

Firms that compete with business units owned by larger corporate parents face additional considerations. Such subsidiary competitors can be motivated by broader corporate considerations, shifting their objectives, and consequently, their…

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Performance Persistence in the Presence of Higher Order Resources

If firms want to make more profit than their competitors for prolonged periods of time, they must have access to resources that competitors cannot effectively obtain, such as brands, patents,…

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When the weak are mighty: A twosided matching approach to alliance performance

Alliance partners often struggle with identifying what their contributions and their partner’s contribution are to the alliance performance. We use a new method to identify each side’s contribution to their…

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