Journal Article10.2307/256486
Nonresponse and Delayed Response to Competitive Moves: The Roles of Competitor Dependence and Action Irreversibility
Ming-Jer Chen,Ian C. MacMillan +1 more
TL;DR: In this article, the authors present a strategy to discourage or delay a competitive move that is unchallenged or to which response is delayed, depending on the opponent's strategy and strategy.
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Abstract: Competitive moves that are unchallenged or to which response is delayed are important weapons in a strategist's arsenal, so variables that discourage or delay response are of great interest. Using ...
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Citations
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The structure of competition: How competition between one's rivals influences imitative market entry
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TL;DR: It is theorized that direct encounters between a firm’s rivals lead to a herding effect, making imitative market entry more likely, and aggressive past rivalry between the competitors dampens these expectations, producing a competition effect that makes herding less probable.
A narrative analysis revealing strategic intent and posture
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References
Firm Resources and Sustained Competitive Advantage
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A Resource-Based View of the Firm
TL;DR: In this paper, the authors explore the usefulness of analyzing firms from the resource side rather than from the product side, in analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested.
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The Evolution of Cooperation
Robert Axelrod,William D. Hamilton +1 more
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TL;DR: In this paper, a model based on the concept of an evolutionarily stable strategy in the context of the Prisoner's Dilemma game was developed for cooperation in organisms, and the results of a computer tournament showed how cooperation based on reciprocity can get started in an asocial world, can thrive while interacting with a wide range of other strategies, and can resist invasion once fully established.
Competitive advantage: creating and sustaining superior performance
M.E. Ponter
- 01 Jan 1998
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
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Competitive Advantage: Creating and Sustaining Superior Performance
Michael E. Porter
- 01 Jan 1985
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as mentioned in this paper, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
13.6K