Strategy As Action: Competitive Dynamics and Competitive Advantage / Edition 1

Strategy As Action: Competitive Dynamics and Competitive Advantage / Edition 1

by Curtis M. Grimm, Ken G. Smith, Hun Lee
     
 

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

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Overview

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.

Product Details

ISBN-13:
9780195161441
Publisher:
Oxford University Press, USA
Publication date:
04/01/2005
Series:
Strategic Management Series
Edition description:
New Edition
Pages:
288
Product dimensions:
9.30(w) x 6.40(h) x 1.00(d)

Related Subjects

Table of Contents

Part I. The New Competitive Advantage

1. Disruptive Competition: Intensifying Actions and Reactions in the Twenty-First Century

Part II. Strategic Paradigms of Competitive Advantage

2. Economic Theories of Competition and Competitive Advantage: Neoclassical, Industrial Organization Economics, Game Theory, Schumpeterian, and Evolutionary Economics
3. Knowing Your Relative Market Position
4. Knowing Your Relative Resource Position

Part III. Action-Based Dynamic Model of Competitive Advantage

5. An Action-Reaction Framework for Building Competitive Advantage
6. Avoiding Rivals with Entrepreneurial Actions: Exploiting Competitive Uncertainty and Blind Spots
7. Engaging Rivals with Ricardian Actions: Exploiting Ownership of Superior Resources
8. Defending against Rivals as a Dominant Firm: The Role of Deterrent Actions
9. Winning the Peace
10. Using the Action Model: Predicting the Behavior of Rivals
11. Strategy as Action: Integration and Evolution of Resource Positions
Notes
Index

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