Industry Dynamism

Knecht, Matthias

doi:10.1007/978-3-658-02677-6_4

Cited by 2 publications

(1 citation statement)

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“…aggressiveness of competitors). However, these determinants are also similar to what Knecht (2013) uses to measure of industry dynamism. So, the question of how to measure or determine whether a region or industry is hypercompetitive still remains unanswered.…”

Section: Directions For Future Researchmentioning

confidence: 71%

Hypercompetition: a review and agenda for future research

Lindskov

2021

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Purpose The purpose of this study is to review and understand the dimensionality of hypercompetition, factors causing a hypercompetitive environment and the consequences of hypercompetition on markets. Thereby, the purpose of the study is to cover the main contributors in the research field of hypercompetition and explore their findings and different views on hypercompetition. Design/methodology/approach Systematically review 131 conceptual and empirical studies published or presented at a conference in the past 25 years, with the focus on the definitions, causes and consequences (or presumed effects) of hypercompetition. In the paper, I follow the well-known systematic literature review method by Tranfield et al. (2003). Findings The contribution of the study is to advance the knowledge of researchers and managers, in such a way that it becomes easier for them to select relevant variables to measure hypercompetition and identify strategies for gaining temporary competitive advantages in hypercompetitive environments. The construct of hypercompetition required a consolidation of commonalities in the definitions and characteristics used by scholars, to ensure that proper assumptions and variables are being used to measure hypercompetition in future research. Several ways to measure the effects of hypercompetition on firms, industries and individuals have been proposed, but the field still lacks of a clear definition on how to directly measure the construct. Practical implications In this paper, I highlight three managerial implications of hypercompetition as follows: action-based strategy, the determinants of hypercompetition and the importance for managers of accurately establishing their firm’s competitive situation. Originality/value Previous reviews in the area have either focussed on specific components or effects of hypercompetition. The present study collectively takes into consideration the definitions, causes and consequences of hypercompetition on firms, industries and individuals. The contribution of the paper is to indicate future opportunities and challenges within research on hypercompetition.

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Section: Directions For Future Researchmentioning

confidence: 71%

Hypercompetition: a review and agenda for future research

Lindskov

2021

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Performance, resources and capabilities of construction organisations: The mediating role of competitive strategies

Oyewobi¹,

Windapo²,

Jimoh³

et al. 2019

IJCSCM

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This study examines the relationships between competitive strategies, resources/capabilities and organisational performance in construction organisations. The main objective is to establish the mediating role of competitive strategies on the strength of relationship between resources, capabilities and performance of large construction business organisations in South Africa. A survey instrument was administered to Grades 7, 8 and 9 construction organisations listed in the Construction Industry Development Board (cidb) database. 72 usable questionnaires were analysed using descriptive statistics and correlations. The results show that organisational resources and capabilities do not exert a direct impact on performance of construction organisations, but technological resources showed significant relationship, when mediated by competitive strategy. This implies that performance of large construction organisations is contingent upon their competitive strategies and organisational capabilities, for them to achieve performance excellence. Furthermore, differentiation strategy influences an organisations’ financial performance negatively whereas cost-leadership strategy has a positive impact. It provides empirical evidence on the relationship between competitive strategy and organisational resources/capabilities in a new setting.

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Industry Dynamism

Cited by 2 publications

References 0 publications

Hypercompetition: a review and agenda for future research

Hypercompetition: a review and agenda for future research

Performance, resources and capabilities of construction organisations: The mediating role of competitive strategies

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