Session 364

Conceptual developments in Competitive Strategy

Track E

Date: Tuesday, September 23, 2014


Time: 15:30 – 16:45

Common Ground

Room: Luxemburgo


  • TBD

Title: Bringing Coherence to Organizational Substitutes and Complements


  • Steven Postrel, University of California, Irvine

Abstract: A vast empirical and theoretical literature on organizational complementarities has arisen over the last twenty years. Unfortunately, the measure of complementarity that almost all of these papers use is fundamentally flawed if our interest in complementarity is in its implication that getting the mix of organizational practices right is important. This "cross-partial" measure confounds increasing and decreasing returns to scale in practice intensity with actual complementarities. A potentially superior alternative measure, a gradient ratio substitution index, is defined and proposed.

Title: Extending Value Logic Thinking to Value Logic Portfolios


  • Thomas Ritter, Copenhagen Business School
  • Poul Houman Andersen, Aalborg University

Abstract: Based on value creation logic theory (Stabell & Fjeldstad, 1998), this paper suggests an extension of the original Stabell & Fjeldstad model by an additional fourth value logic, the value system logic. Furthermore, instead of only allowing one dominant value creation logic for a given firm or transaction, an understanding of firms and transactions as a portfolio of value logics (i.e. an interconnected coexistence of different value creation logics) is proposed. These additions to the original value creation logic theory imply interesting avenues for both, strategic decision making in firms and for research into strategic management.

Title: Hypercompetition: Microfoundations and Evolutionary Paths


  • Hermann Ndofor, Indiana University - Indianapolis
  • Christina Carnes, University of Nebraska-Lincoln

Abstract: Hypercompetition has emerged as an important and common environment descriptor, yet it remains theoretically underdeveloped thus hindering its continuing use in strategic management research. To address this we develop a theoretical framework that decomposes the state and time dimensions of environments and explores the antecedents and evolutionary paths through which hypercompetition can develop within an environment. By focusing on the dynamic nature of hypercompetition we propose that firm-level competitive interactions combined with industry-level integration and diffusion of knowledge influence the unpredictability of the environment associated with hypercompetition.

Title: On Resources, Rationality, or Judgment as Micro Foundations to Organizational Theorizing


  • Thomas Kalling, Lund University
  • JC Spender, Kozminski University

Abstract: The RBV provoked attention to the VRIN resources that might be micro foundational to the firm, engaging questions about strategic advantage left un-addressed in Porter’s ‘positioning’ analysis. In the two decades since, those theorizing competitive activity have shifted focus onto ‘intangibles’, especially knowledge asymmetries that might be generated endogenously. Analyzing this requires an explicit model of the individual. The impact of economics on our field has resulted in many choosing variants of ‘rational man’. Unfortunately it is then difficult to address Coase’s ‘killer question’ about firms’ existence. Entrepreneurship theorists have often added judgment, emotion, passion, and other humanist features to their model of man. Our paper reviews judgment and explores the implications of deploying human capacities other than rationality as alternative micro foundations.

Title: The Evolution of Competition through the Business Cycle


  • Roberto Vassolo, Austral University
  • Maria Jose Murcia, The University of British Columbia
  • Luiz Mesquita, Arizona State University
  • Javier Garcia-Sanchez, Austral University

Abstract: Business cycles baffle managers, while little we know about them. We propose hereby to examine business cycles (originated on mild or sharp macroeconomic shocks) effects on early mover advantages along the industry life cycle. We focus on three prototypical cycles, varying in depth - magnitude of the decline in output and employment, duration –number of quarters with declining activity -, and frequency – number of shocks per unit of time -. Based on mathematical modeling and computer simulation, we aim to provide insight on how organizations may eventually benefit from considering the limitations and opportunities provided by its external environment.

Title: What Do We Know About Entry?


  • Gideon Markman, Colorado State University
  • G Tyge Payne, Texas Tech University
  • Miles Zachary, West Virginia University
  • Peter Gianiodis, Duquesne University

Abstract: Choices about entry timing are critical to firm survival and growth, so they have been studied for decades. Surprisingly, when asked when to be a first, second, early, or late mover, many scholars and managers equivocate. The undefined reactions are understandable—decades of scholarly research did help greatly, but persistently inconsistent findings as well as conceptual and methodological issues undermine the development of a unified theory regarding entry timing. This study hopes to address this problem; it reviews 108 articles published in top-tier management and marketing journals (1989-2013), including the Lieberman and Montgomery’s (1988) seminal piece on first mover advantage. The outcome is a synthesized framework that outlines a wide spectrum of contingencies and strategies of entry timing.

All Sessions in Track E...

Sun: 08:00 – 09:15
Session 282: The Latest and Greatest in Empirical Methods for Strategy Scholars
Sun: 09:30 – 10:45
Session 1: Frontiers of Value Capture Research: Complementary Developments in the Theory and Empirics
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 341: Stakeholders, Board of Directors and Competitive Strategy
Sun: 17:15 – 18:30
Session 601: Competitive Strategy IG Business Meeting
Mon: 08:00 – 09:15
Session 366: Markets, Brands, Customers and Competition
Mon: 11:00 – 12:15
Session 342: Resource Based View
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Mon: 16:30 – 17:45
Session 348: Differentiation and Competitive Strategy
Tue: 08:00 – 09:15
Session 349: Leaders, Laggards and Competition
Session 367: What Drives Firm Heterogeneity Across Time?
Tue: 11:00 – 12:15
Session 350: Governance, Organization and Competition
Tue: 15:30 – 16:45
Session 364: Conceptual developments in Competitive Strategy
Tue: 17:15 – 18:30
Session 343: What Drives Competition?

Strategic Management Society