Strategy As Action: Competitive Dynamics and Competitive Advantage
- 6h 24m
- Curtis M. Grimm, Hun Lee, Ken G. Smith
- Oxford University Press (US)
- 2006
Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.
In this Book
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Disruptive Competition—Intensifying Actions and Reactions in the Twenty-First Century
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Economic Theories of Competition and Competitive Advantage—Neoclassical, Industrial Organization, Game Theory, Schumpeterian, and Evolutionary Economics
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Knowing Your Relative Market Position
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Knowing Your Relative Resource Position
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An Action-Reaction Framework for Building Competitive Advantage
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Avoiding Rivals with Entrepreneurial Actions—Exploiting Competitive Uncertainty and Blind Spots
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Engaging Rivals with Ricardian Actions—Exploiting Ownership of Superior Resources
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Defending Against Rivals as a Dominant Firm—The Role of Deterrent Actions
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Winning the Peace—Taking "Co-Optive" Actions in the Absence of Resource Advantage
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Using the Action Model—Predicting the Behavior of Rivals
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Strategy as Action—Integration and Evolution of Resource Positions
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Notes
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