Erosion, time compression, and self-displacement of leaders in hypercompetitive environments (Record no. 40262)
[ view plain ]
| 000 -LEADER | |
|---|---|
| fixed length control field | 02292naa a2200241uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 1082309512237 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211175603.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 110823s2010 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | PACHECO-DE-ALMEIDA, Gonçalo |
| 9 (RLIN) | 45410 |
| 245 10 - TITLE STATEMENT | |
| Title | Erosion, time compression, and self-displacement of leaders in hypercompetitive environments |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | U.S.A : |
| Name of publisher, distributor, etc. | Wiley-Blackwell, |
| Date of publication, distribution, etc. | dec. 2010 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | This article examines how leader firms should respond to the erosion of competitive advantages caused by rapid imitation and innovation in hypercompetitive environments. On the one hand, shorter-lived advantages induce leaders to develop new advantages faster. On the other hand, hypercompetition also erodes the expected returns from new advantagesreducing leaders' incentives to accelerate investments. Since investing faster also raises costs, this article shows that leaders often prefer to renew competitive advantages more slowly in more hypercompetitive industriesthereby increasing the probability of being displaced by competitors. This phenomenon is dubbed self-displacement. Firms' decision to self-displace themselves from industry leadership with greater probability is deliberate and rationalnot a result of leaders' inability to respond to competitive threats, as previously assumed in the literature. This article also shows that leaders' rule of thumb in more hypercompetitive environments should be to accelerate the development of advantages with high competitive value but low market value. This study is based on a theoretical model and numerical analysis grounded on stylized empirical facts that govern industry competitive macrodynamics and firm investment microdynamics in most industries. Because the model builds on empirically observable constructs, its theoretical propositions are amenable to large sample testing. |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| 9 (RLIN) | 12917 |
| Topical term or geographic name entry element | Liderança |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Alta Administração |
| 9 (RLIN) | 14212 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Competitividade |
| 9 (RLIN) | 11999 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Comportamento Organizacional |
| 9 (RLIN) | 12914 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| 9 (RLIN) | 12884 |
| Topical term or geographic name entry element | Inovação |
| 773 08 - HOST ITEM ENTRY | |
| Title | Strategic Management Journal : Special Issue |
| Related parts | 31, 13, p. 1498-1526 |
| Place, publisher, and date of publication | U.S.A : Wiley-Blackwell, dec. 2010 |
| International Standard Serial Number | ISSN 01432095 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20110823 |
| Operator's initials, OID (RLIN) | 0951^b |
| Cataloger's initials, CIN (RLIN) | Fernanda |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20111103 |
| Operator's initials, OID (RLIN) | 1429^b |
| Cataloger's initials, CIN (RLIN) | Keicielle |
No items available.
