Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness

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461 Scopus citations

Abstract

By defining strategy as a sequence of competitive actions carried out over time, I develop and test a dynamic process model of competitive interaction among firms. Results based on a sample of thousands of competitive actions carried out by rivals competing in 16 different industries over a seven-year period suggest that characteristics of firms' sequences of competitive actions account for differences in their relative performance. The findings also suggest that a firm's sequence of competitive actions is influenced by top management team heterogeneity, past performance, slack, and three important industry characteristics.

Original languageEnglish
Pages (from-to)858-877
Number of pages20
JournalAcademy of Management Journal
Volume44
Issue number4
DOIs
StatePublished - Aug 2001

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting (all)
  • Strategy and Management
  • Management of Technology and Innovation

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