000			02079naa a2200193uu 4500
001			0101914273837
003			OSt
005			20190211173809.0
008			101019s2004 xx ||||gr |0|| 0 eng d
100	1		_aBARNETT, William P. _928945
245	1	0	_aWhy are some organization more competitive than others? Evidence from a changing global market
260			_aIthaca : _bJohnson Graduate School of Management, _cDecember 2004
520	3		_aIn this paper, we question the idea that large organizations have advantages that make them particularly potent rivals. We argue that the ability of large organizations to ameliorate competitive constraints insulates them from an important source of organizational development and protects them from being selected out if unfit. Consequently, we predict that although large organizations are likely to do well in technology contests, they also are likely to become weak competitors over time compared with small organizations. We specify this prediction in an explicit model of "Red Queen" competition, in which exposure to competition makes organizations both more viable and stronger competitors. We find support for our ideas in empirical estimates of the model obtained using data on hard disk drive manufacturers. Large organizations led the technology race in this market yet failed to develop into stronger competitors through Red Queen competition compared with their small counterparts. We also find evidence that all organizations in this market generated increasingly global competition, regardless of the competitiveness of their home markets. In these ways, our model elucidates important reasons why some organizations are stronger competitors and reveals how strategies that isolate organizations from competition may backfire
700	1		_aMCKENDRICK, David G _942747
773	0	8	_tAdministrative Science Quarterly _g49, 4, p. 535-571 _dIthaca : Johnson Graduate School of Management, December 2004 _xISSN 00018392 _w
942			_cS
998			_a20101019 _b1427^b _cDaiane
998			_a20101019 _b1600^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c36950 _d36950
041			_aeng