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Competitive Strategy

Edited by Catherine A. Maritan, Associate Professor of Management, Whitman School of Management, Syracuse University, US and Margaret A. Peteraf, Leon E. Williams Professor of Management, Tuck School of Business at Dartmouth, US
These two authoritative volumes are an essential guide to the most important research in the area of competitive strategy. The first volume contains articles that contribute to the understanding of competitive effects at industry, firm, group and dyad levels. The second volume focuses more deeply on the competitive capabilities of individual firms, including those required to succeed in dynamic competitive environments. Together, these two volumes function both as an introduction to this research area for graduate students of strategic management, and as an ideal companion for academics and researchers seeking a broad overview of this important field.
Two volume set
Extent: 1,312 pp
Hardback Price: $746.00 Web: $671.40
Publication Date: 2011
ISBN: 978 1 84844 232 0
Availability: In Stock
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These two authoritative volumes are an essential guide to the most important research in the area of competitive strategy. The first volume contains articles that contribute to the understanding of competitive effects at industry, firm, group and dyad levels. The second volume focuses more deeply on the competitive capabilities of individual firms, including those required to succeed in dynamic competitive environments. Together, these two volumes function both as an introduction to this research area for graduate students of strategic management, and as an ideal companion for academics and researchers seeking a broad overview of this important field.
62 articles, dating from 1984 to 2008
Contributors include: J. Barney, M.-J. Chen, K. Cool, J. Gimeno, C. Helfat, M. Lieberman, D. Miller, R. Rumelt, D. Teece, S. Winter
Contents:

Acknowledgements

Introduction Catherine A. Maritan and Margaret A. Peteraf

PART I INDUSTRY VERSUS FIRM-LEVEL EFFECTS
1. Richard P. Rumelt (1991), ‘How Much Does Industry Matter?’
2. Anita M. McGahan and Michael E. Porter (1997), ‘How Much Does Industry Matter, Really?’

PART II COMPETITION IN INDUSTRIES
3. Marvin B. Lieberman (1987), ‘The Learning Curve, Diffusion, and Competitive Strategy’
4. Marvin B. Lieberman and David B. Montgomery (1988), ‘First-Mover Advantages’
5. Richard Makadok (1998), ‘Can First-Mover and Early-Mover Advantages Be Sustained in an Industry with Low Barriers to Entry/Imitation?’
6. J. Myles Shaver and Fredrick Flyer (2000), ‘Agglomeration Economies, Firm Heterogeneity, and Foreign Direct Investment in the United States’
7. Brian S. Silverman, Jackson A. Nickerson and John Freeman (1997), ‘Profitability, Transactional Alignment, and Organizational Mortality in the U.S. Trucking Industry’
8. Tammy L. Madsen and Gordon Walker (2007), ‘Incumbent and Entrant Rivalry in a Deregulated Industry’
9. Rajshree Agarwal, M.B. Sarkar and Raj Echambadi (2002), ‘The Conditioning Effect of Time on Firm Survival: An Industry Lifecycle Approach’
10. Tomo Noda and David J. Collis (2001), ‘The Evolution of Intraindustry Firm Heterogeneity: Insights From a Process Study’

PART III COMPETITIVE INTERACTION
11. Ming-Jer Chen, Ken G. Smith and Curtis M. Grimm (1992), ‘Action Characteristics as Predictors of Competitive Responses’
12. Danny Miller and Ming-Jer Chen (1994), ‘Sources and Consequences of Competitive Inertia: A Study of the U.S. Airline Industry’
13. Ming-Jer Chen and Donald C. Hambrick (1995), ‘Speed, Stealth, and Selective Attack: How Small Firms Differ from Large Firms in Competitive Behavior’
14. Ming-Jer Chen (1996), ‘Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration’
15. Joel A.C. Baum and Helaine J. Korn (1996), ‘Competitive Dynamics of Interfirm Rivalry’
16. Javier Gimeno (1999), ‘Reciprocal Threats in Multimarket Rivalry: Staking Out “Spheres of Influence” in the U.S. Airline Industry’
17. Colin F. Camerer (1991), ‘Does Strategy Research Need Game Theory?’
18. Govert Vroom (2006), ‘Organizational Design and the Intensity of Rivalry’
19. Glenn MacDonald and Michael D. Ryall (2004), ‘How do Value Creation and Competition Determine Whether a Firm Appropriates Value?’
20. Edward J. Zajac and Max H. Bazerman (1991), ‘Blind Spots in Industry and Competitor Analysis: Implications of Interfirm (Mis)Perceptions for Strategic Decisions’
21. Marvin B. Lieberman and Shigeru Asaba (2006), ‘Why Do Firms Imitate Each Other?’
22. Jan W. Rivkin (2000), ‘Imitation of Complex Strategies’
23. Henrich R. Greve (1996), ‘Patterns of Competition: The Diffusion of a Market Position in Radio Broadcasting’

PART IV COMPETITION AT THE GROUP LEVEL
24. John McGee and Howard Thomas (1986), ‘Strategic Groups: Theory, Research and Taxonomy’
25. Jay B. Barney and Robert E. Hoskisson (1990), ‘Strategic Groups: Untested Assertions and Research Proposals’
26. David Dranove, Margaret Peteraf and Mark Shanley (1998), ‘Do Strategic Groups Exist? An Economic Framework for Analysis’
27. Karel O. Cool and Dan Schendel (1987), ‘Strategic Group Formation and Performance: The Case of the U.S. Pharmaceutical Industry, 1963–1982’
28. Karel Cool and Ingemar Dierickx (1993), ‘Rivalry, Strategic Groups and Firm Profitability’
29. Rhonda K. Reger and Anne Sigismund Huff (1993), ‘Strategic Groups: A Cognitive Perspective’
30. Margaret Peteraf and Mark Shanley (1997), ‘Getting to Know You: A Theory of Strategic Group Identity’
31. Joseph F. Porac, Howard Thomas, Fiona Wilson, Douglas Paton and Alaina Kanfer (1995), ‘Rivalry and the Industry Model of Scottish Knitwear Producers’
32. Danny Miller (1996), ‘Configurations Revisited’


Volume II

Acknowledgements

An introduction to both volumes by the editors appears in Volume I

PART I RESOURCES AND COMPETITIVE ADVANTAGE
1. Richard P. Rumelt (1984), ‘Towards a Strategic Theory of the Firm’
2. Richard Reed and Robert J. DeFillippi (1990), ‘Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage’
3. Jay Barney (1991), ‘Firm Resources and Sustained Competitive Advantage’
4. Margaret A. Peteraf (1993), ‘The Cornerstones of Competitive Advantage: A Resource-based View’
5. Raphael Amit and Paul J.H. Schoemaker (1993), ‘Strategic Assets and Organizational Rent’
6. Joseph T. Mahoney and J. Rajendran Pandian (1992), ‘The Resource-based View Within the Conversation of Strategic Management’
7. Sidney G. Winter (1995), ‘Four Rs of Profitability: Rents, Resources, Routines, and Replication’
8. Christine Oliver (1997), ‘Sustainable Competitive Advantage: Combining Institutional and Resource-based Views’
9. Rebecca Henderson and Iain Cockburn (1994), ‘Measuring Competence? Exploring Firm Effects in Pharmaceutical Research’
10. Danny Miller and Jamal Shamsie (1996), ‘The Resource-based View of the Firm in Two Environments: The Hollywood Film Studios from 1936 to 1965’
11. Russell W. Coff (1999), ‘When Competitive Advantage Doesn't Lead to Performance: The Resource-Based View and Stakeholder Bargaining Power’
12. Adelaide Wilcox King and Carl P. Zeithaml (2001), ‘Competencies and Firm Performance: Examining the Causal Ambiguity Paradox’
13. Margaret A. Peteraf and Jay B. Barney (2003), ‘Unraveling the Resource-Based Tangle’

PART II RESOURCE ACQUISITION AND CAPABILITY DEVELOPMENT
14. Jay B. Barney (1986), ‘Strategic Factor Markets: Expectations, Luck, and Business Strategy’
15. Ingemar Dierickx and Karel O. Cool (1989), ‘Asset Stock Accumulation and Sustainability of Competitive Advantage’
16. Jerker Denrell, Christina Fang and Sidney G. Winter (2003), ‘The Economics of Strategic Opportunity’
17. Anne Marie Knott, David J. Bryce and Hart E. Posen (2003), ‘On the Strategic Accumulation of Intangible Assets’
18. Gonçalo Pacheco-de-Almeida, James E. Henderson and Karel O. Cool (2008), ‘Resolving the Commitment versus Flexibility Trade-off: The Role of Resource Accumulation Lags’
19. Catherine A. Maritan (2001), ‘Capital Investment as Investing in Organizational Capabilities: An Empirically Grounded Process Model’
20. Giovanni Dosi, Richard R. Nelson and Sidney G. Winter (2000), ‘Introduction: The Nature and Dynamics of Organizational Capabilities’
21. Constance E. Helfat and Marvin B. Lieberman (2002), ‘The Birth of Capabilities: Market Entry and the Importance of Pre-History’
22. Steven Klepper and Kenneth L. Simons (2000), ‘Dominance by Birthright: Entry of Prior Radio Producers and Competitive Ramifications in the U.S. Television Receiver Industry’
23. Constance E. Helfat and Margaret A. Peteraf (2003), ‘The Dynamic Resource-Based View: Capability Lifecycles’

PART III DYNAMIC CAPABILITIES
24. David J. Teece, Gary Pisano and Amy Shuen (1997), ‘Dynamic Capabilities and Strategic Management’
25. Kathleen M. Eisenhardt and Jeffrey A. Martin (2000), ‘Dynamic Capabilities: What Are They?’
26. Maurizio Zollo and Sidney G. Winter (2002), ‘Deliberate Learning and the Evolution of Dynamic Capabilities’
27. Constance E. Helfat (1997), ‘Know-How and Asset Complementarity and Dynamic Capability Accumulation: The Case of R&D’
28. Chrisoph Zott (2003), ‘Dynamic Capabilities and the Emergence of Intraindustry Differential Firm Performance: Insights from a Simulation Study’
29. Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret A. Peteraf, Harbir Singh, David J. Teece and Sidney G. Winter (2007), ‘Dynamic Capabilities Foundations’
30. David J. Teece (2007), ‘Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance’