000			02013naa a2200181uu 4500
001			6121115185521
003			OSt
005			20190211161610.0
008			061211s1997 xx ||||gr |0|| 0 eng d
100	1		_aBARNETT, William P _928945
245	1	0	_aThe dynamics of competitive intensity
260			_aIthaca : _bJohnson Graduate School of Management, _cMarch 1997
520	3		_aThis paper examines the question of whether the strongest organizations survive, distinguishing between two aspects of organizational strength. An organization can be strong, as measured by its survival chances. Or an organization can be ecologically strong, as measured by its competitive effects on the birth and survival of other organizations. I develop a model that empirically distinguishes these effects and discuss how these strengths are likely to develop as organizations age and grow. I predict that the strongest competitors are more likely to survive when organizations are small but that viability and competitive strength diverge when organizations are large, leading to the survival of weak competitors. The model is estimated using data on foundings and failures among breweries in the US and telephone companies in Pennsylvania. The results are as predicted and can account for the persistent tendency of organizational populations to become concentrated. The results also imply that as concentration increases, so does the competitive weakness of surviving organizations, setting the stage for the resurgence of organizing characteristics of industrial renewal. Overall, the results indicate that so-called adaptative mechanisms used by individual organizations, when seen in evolutionary perspective, in fact may lead to the survival of weak competitors
773	0	8	_tAdministrative Science Quarterly _g42, 1, p. 128-160 _dIthaca : Johnson Graduate School of Management, March 1997 _xISSN 00018392 _w
942			_cS
998			_a20061211 _b1518^b _cNatália
998			_a20101108 _b1601^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20568 _d20568
041			_aeng