Reconceptualizing competitive dynamics: A multidimensional framework

Abstract

Competitive dynamics research, despite progress, lacks a conceptual framework that can extend the field's reach to address today's environment. Increasing stakeholder power and globalization are but two of the organizational and economic forces compelling a broader conceptualization of competition. Our framework expands competitive dynamics along five dimensions-aims of competition, mode of competing, roster of actors, action toolkit, and time horizon of interaction-that prove useful for contrasting the rivalrous and competitive-cooperative modes and a new approach we call relational competition. We draw conjectures about the moderators, such as industry and culture, that determine the appropriateness of these forms of interaction, and conclude by relating our method to three discrete perspectives: the configurational, transaction cost, and stakeholder views.

Where to Seek Strategic Assets for Competitive Catch-up? A configurational study of emerging multinational enterprises expanding into foreign strategic factor markets

“…The application of the AMC framework requires researchers to identify its components that are most relevant to the specific competitive action under investigation (e.g., Ferrier, 2001;Yu & Cannella, 2007). Accordingly, we extend the AMC framework from its traditional emphasis on rivalrous competition (Chen & Miller, 2015), into competitive catch-up by identifying the specific AMC conditions most relevant for strategic-asset-seeking FDI by EMNEs (Table 1).…”

Dynamic Competitive Behavior of Enterprises in Multi-Network: Evidence from Chinese Animation Industry

“…So, any one node organization in the enterprise network, are likely to become a competitor under particular circumstances, and carry out the dynamic competition in the network. Chen & Miller (2015) tried to re-concept the dynamic competition, and reconstruct the AMC paradigm of enterprise dynamic competition in relational approach. However, Chen's argument stayed in an abstract relation approach, failed to further explore types and structures of relation between focal firm and stakeholders.…”

“…Although because of the conceptual framework of "relational perspective" is a general view of the relevance between enterprises and related parties, it lacks the capability of guiding the practices, the theory of Chen and Miller (2015) opens a new research field and scope in dynamic competition, it is not only the consideration of the single dimensional market competition, but also a multiple consideration of the multiple levels and multiple time intervals. This study chose Chinese animation enterprise as the study sample, proposed the enterprise multiple network, further enriched Chen and Miller's (2015) point of view, the relationships of enterprises at different levels in the network had a different effect on the choices of competitive strategies: Association of the network within the industry can effectively support enterprise's selections on confrontation, barrier and symbiosis competitive strategy and increase the performance; but cross-industry network association can effectively support the enterprise to choose the confrontation and symbiosis competition strategy and increase enterprise's performance, but not to support the enterprise's selection of the barrier strategy; the government related network is capable of supporting the enterprise to choose the barrier and symbiosis strategy but not the confrontation strategy.…”

“…This study chose Chinese animation enterprise as the study sample, proposed the enterprise multiple network, further enriched Chen and Miller's (2015) point of view, the relationships of enterprises at different levels in the network had a different effect on the choices of competitive strategies: Association of the network within the industry can effectively support enterprise's selections on confrontation, barrier and symbiosis competitive strategy and increase the performance; but cross-industry network association can effectively support the enterprise to choose the confrontation and symbiosis competition strategy and increase enterprise's performance, but not to support the enterprise's selection of the barrier strategy; the government related network is capable of supporting the enterprise to choose the barrier and symbiosis strategy but not the confrontation strategy.…”

Como podem as organizações gerir paradoxos?

“…A um nível superior, todavia, o concorrente de uma dada organização pode ser parte de um ecossistema competitivo que torna essa mesma organização mais forte precisamente pela sua existência. Nessa lógica, pode inclusive ser vantajoso identificar oportunidades de colaboração com o concorrente (Chen & Miller, 2015). A noção de coopetição procura responder a esta tensão (Tsai, 2002).…”