Nonresponse and Delayed Response to Competitive Moves: The Roles of Competitor Dependence and Action Irreversibility

TL;DR: In this article, the authors examined the significance of the irreversibility of an attacker's competitive move in interfirm competitive interaction, and found that internal commitment tended to reduce the likelihood of response, increased the response delay, and decreased the probability that the initial move will be matched; however, the impacts of public commitment were exactly the opposite.

TL;DR: In this article, the authors analyze how characteristics of observable attacks influence firms’ competitive responses and why and how firms take action in response to critical event such as cyber-attacks.

TL;DR: It is argued that market-level turnover events generate and release vicarious information that small multiunit organizations can use to enhance their likelihood of survival, and this theory and supporting results show how organizational learning-based arguments can be combined with knowledge of multi unit organizations to build a theory of relationships between geographically separated turnover events.

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.

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.

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.

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.