Action Aggressiveness and Firm Performance with Moderator Repertoire Competition: Psychological perspective of Top Managemant Team (TMT)

Abstract

This study aims to explore strategies for competitive action conducted over time with a dynamic process model of the competitive interaction between firms with a top management team (TMT) psychological perspective. The data analysis was based on a sample of 124 respondents from the top management team (TMT) of 3 and 4 star hotels in Surabaya and then analyzed with moderator regression analysis (MRA) approach. Data collection using questionnaire The analysis results show that TMT aggressiveness action has a positive impact on firm performance, while repertoire competition weakens the relationship between aggressiveness action and firm performance. Based on the results of the study, then on the competitive conditions between companies, top management will perform aggressive actions in response to actions performed by major competitors. Such actions can improve the performance of the company, but the various forms of competition performed by the major competitors, resulting in weakening the relationship of aggressive action with the performance of the company. This study contributes to the competitive dynamics especially in the top management team's psychological perspective (TMT) by examining the TMT response on the company's competitive relationship with its competitors, thus impacting on competitive behaviour.

Disruptive innovation in a dynamic environment: a winning strategy? An illustration through the analysis of the yoghurt industry in Algeria

“…Ultimately, the aim of this paper is to discuss how the link of dynamic competition and disruptive innovation contribute to the study of disruptive innovation and the growing stream of dynamic competition research. This paper's analysis of the fresh dairy product disruption supports the growing number of scholars who argue that disruptive innovations today are widely developed and commercialized in a dynamic environment rather than "stable" contexts (Pancaningrum et al, 2019;Moschko et al, 2020;Withers et al, 2018). As the importance of dynamic competition for disruptive innovation multiplies, the knowledge gaps that persist become increasingly detrimental and inhibiting.…”

“…The innovative firm would be better motivated and more willing to mitigate the risk of being relegated to a disadvantage position by a dissimilar rival. The creation of such a disruptive dynamic has been addressed among others by authors including in particular Nadkarni, Pan, and Chen (2019); Le and Lei (2018); and Pancaningrum, Sukoco, and Ratmawati (2019).…”

“…Even in terms of container design, it was the first at the national level to make "black cups," in order to attract the curiosity of consumers. Thanks to this strategic policy initiative, Soummam created instability (Pancaningrum et al, 2019) and, therefore, has seized a very wide range of products exclusively to it. It benefited as well from "first mover advantage" (Flor & Moritzen, 2020) and became the reference in the yoghurt market in a cup.…”