Seeing Through the Eyes of a Rival: Competitor Acumen Based on Rival-Centric Perceptions

Tsai, Wenpin; Su, Kuo-Hsien; Chen, Ming Jer

doi:10.5465/amj.2011.64870138

Cited by 145 publications

(146 citation statements)

References 56 publications

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“…At the inter-organizational level, Maneuvering includes peripheral actors' efforts to form coalitions with other actors and thus exert political influence (Stevenson and Greenburg, 2000) and firms' attempts to apply competitive acumenthe extent to which their assessment of a rival's prioritization of competitors matches the rival's own view-to move to superior market positions (Tsai, Su, and Chen, 2011). Structure impinges on Maneuvering primarily via insight-that is, structure can limit actors' understanding and knowledge of how to navigate an advantageous course of action.…”

Section: Maneuvering: Marshaling Capability-based Resources To Achievmentioning

confidence: 99%

Bringing Agency Back into Network Research: Constrained Agency and Network Action

Gulati¹,

Srivastava²

2014

Research in the Sociology of Organizations

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This article enriches the conception of agency that prevails in network research by proposing a framework of constrained agency. Our framework is grounded in the resources and motivations that actors draw on within their structurally constrained context. Structural positions influence the resources available to actors and color the motivations that shape their actions. At the same time resources equip actors to exert agency while motivations propel them to do so. Examining how specific resources are used when particular motivations are operative reveals ideal types of constrained agency. Within the wide range of actions that constrained agency can encompass, we focus on network action. We derive a typology of network actions and illustrate how the form of constrained agency through which a particular network action is taken can affect actors' ensuing structural positions and the nature of the constraints they subsequently face. We conclude by discussing how this conceptualization of constrained agency can help identify new sources of endogenous change in network structure and can serve as a guide for future empirical research.3

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Section: Maneuvering: Marshaling Capability-based Resources To Achievmentioning

confidence: 99%

Bringing Agency Back into Network Research: Constrained Agency and Network Action

Gulati¹,

Srivastava²

2014

Research in the Sociology of Organizations

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“…Essentially, attention to the competitive environment is considered the prerequisite of any move (MacMillan et al, 1985;Chen, 1996;Nadkarni and Barr, 2008). The empirical literature shows that attentive firms like to initiate effective attacks to attain anticipated outcomes (Smith et al, 1991;Chen and MacMillan, 1992;Tsai et al, 2011). In contrast, firms that are inattentive to the competitive environment will likely make poor moves (Zajac and Bazerman, 1991).…”

Section: Actor Characteristicsmentioning

confidence: 95%

“…An 'attentive' firm will carefully watch for signals from the rival's actor and action characteristics so as to make informed decisions, whereas an 'inattentive' firm will miss or underestimate the rival's cues (Smith et al, 1991;Marcel et al, 2010;Tsai et al, 2011). In doing so, our model depicts the attacker's process of eliciting anticipated responses to increase its performance.…”

Section: Introductionmentioning

confidence: 95%

Anticipated responses: The positive side of elicited reactions to competitive action

Yang

Liu

2015

Journal of the Operational Research Society

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This study advances the action-oriented perspective on strategy dynamics. Strategy research suggests that a firm's profit will decrease when facing rival responses, yet anecdotal evidence indicates that countermoves may enhance its performance. What is the interaction effect of simultaneous negative-and positive-side competitive responses on organisational performance? We propose that the answer depends not only on the actor's characteristics but also the action's characteristics. Grounded in empirical facts, our formal model of competitive dynamics examines the possibility of anticipated responses that are deliberately elicited by the attacking firm. We show that against attentive rivals, a firm with high attention and low aggressiveness can utilise visible actions to achieve its strategic intention and deployment. Our study offers significant implications for theory and practice.

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“…This will be the biggest risk to their future profitability and may turn their wafer-thin profits into losses. Investors should also pay attention to the patent strategies and R&D strengths of individual companies, as these factors will be priced into the risks and returns of share prices (Chen et al 2007;Tsai et al 2011). Note: *, ** and *** is significant at the 0.1, 0.05 and 0.01 level.…”

Section: Dynamic Risk Relationship Of Patent Litigationmentioning

confidence: 99%

How Does Patent Litigation Influence Dynamic Risk for Market Competitors?

Wang

Lin

et al. 2015

Technological and Economic Development of Economy

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Abstract. Many recent studies have discussed the appropriateness of various patent measurement indicators, as well as the differences in the positioning of patented technologies, while there is little discussion on the risk transmission of enterprises when faced with infringement litigation. This study used the bivariate EGARCH (Exponential Generalized Autoregressive Conditional Heteroskedasticity) model with DCC (Dynamic Conditional Correlations) to investigate the dynamic risk transmission of patent litigation between market competitors in the smartphone industry. Empirical results revealed that when facing lawsuits from market challengers, the market leader faces fewer risks when handling patent infringement litigations. In addition, the risk reactions of competitors during patent wars may widely differ. Investors should consider the patent infringement litigations when measuring the dynamic risks of share prices, and determining the optimal configuration of asset portfolios in response.

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Seeing Through the Eyes of a Rival: Competitor Acumen Based on Rival-Centric Perceptions

Cited by 145 publications

References 56 publications

Bringing Agency Back into Network Research: Constrained Agency and Network Action

Bringing Agency Back into Network Research: Constrained Agency and Network Action

Anticipated responses: The positive side of elicited reactions to competitive action

How Does Patent Litigation Influence Dynamic Risk for Market Competitors?

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