Research on Competitive Dynamics: Recent Accomplishments and Future Challenges

Abstract

Understanding the nature and consequences of the competitive dynamics among firms is a key objective of the strategic management field. We review recent developments in six research streams relevant to competitive dynamics: competitive action and response, first-mover advantage, co-opetition, multipoint competition, strategic groups, and regional clusters. As a first step toward filling gaps in knowledge identified in our review, we provide suggestions for future inquiry within each research stream. We also describe opportunities for conceptual integration across the streams that could significantly advance the understanding of competitive dynamics. © 2004 Elsevier Inc. All rights reserved.

Coopetição em Redes Interpessoais

“…No entanto as relações coopetitivas extrapolam as definições de colaboração uma vez que se referem a questões múltiplas fundamentais para os atores envolvidos, enquanto as relações de colaboração são direcionadas a questões específicas (Gee, 2000). Trata-se de uma abordagem -com crescente adesão por parte de pesquisadores (Ketchen et al, 2004) -de arranjos que mesclam as definições de competição e de cooperação (Dagnino & Padula, 2002), em que é possível notar a ocorrência, de forma concomitante, de competição e cooperação entre atores de um mesmo setor ou indústria, embora em um ambiente altamente competitivo (Kotzab & Teller, 2003 Conquanto disputem numa instância de suas relações um ou mais recursos que podem ser limitados, esses atores se arranjam em grupos de cooperação que visam minimizar a competição e unir forças na disputa pelos eventuais recursos limitados ou mesmo ganhos que podem não vir a ser mensuráveis (Balestrin et al, 2010;Guimarães, 2002;Oliver & Ebers, 1998).…”

“…O ponto central da argumentação que defende o conceito de coopetição é o de que, após avaliadas as possibilidades de atuação por parte de uma organização, haverá momentos em que se aliar com as organizações concorrentes poderá ser mais vantajoso -em diferentes aspectos -do que simplesmente atuar competindo diretamente com elas (Bengtsson, Hinttu, & Kock, 2003;Bengtsson & Kock, 2000;Brandenburger & Nalebuff, 1996;Dagnino & Padula, 2002;Das & Teng, 2000;Gee, 2000;Ketchen, Snow, & Hoover, 2004;Kotzab & Teller, 2003;Loebecke, Van Fenema, & Powell, 1999;M'Chirgui, 2005;Oliver & Ebers, 1998;Walley, 2007;Zineldin, 2004).…”

Competitive Dynamics across Industries: An Analysis of Inter-Industry Competition in German Passenger Transportation

“…Competitive dynamics has emerged as a powerful theory in strategic management that is concerned with explaining and predicting competitive interactions between rivals and the impact of these interactions on firm performance (Ketchen et al (2004)). In the competitive dynamics model, awareness, motivation and capability (AMC) represent the key drivers of such competitive behaviour and thus, are key determinants of interfirm rivalry (Smith et al (2001)).…”

“…firm size and age for awareness, past performance or market dependence for motivation, and resource similarity for capability) and tested in a now substantial number of empirical studies (Smith et al (2001), Ketchen et al (2004)). …”

“…We thus take a strategic management perspective to identify drivers and effects of the competitive interplay, or the "jockeying for position" as Ketchen et al (2004) put it, that are rooted in organisational characteristics, as well as the relevant task and institutional contexts of the actors on which we focus. We do not aim to define relevant markets to assess general rivalry levels, or to assess market outcomes in an industrial organisation tradition, but intend to use the heterogeneity of the competing organisations of our analysis to advance our understanding of organisation-level drivers of competitive interaction, that, according to competitive dynamics reasoning, are essential for achieving and maintaining competitive advantage.…”