Competitive Rationales: Beneath the Surface of Competitive Behavior

竞争 声誉 动作(物理) 背景(考古学) 竞赛(生物学) 范围(计算机科学) 业务 忍耐 一致性(知识库) 营销 竞争优势 经济 计算机科学 微观经济学 社会学 生态学 生物 社会科学 程序设计语言 人工智能 古生物学 财务 物理 量子力学
作者
Goce Andrevski,Danny Miller,Isabelle Le Breton‐Miller,Walter J. Ferrier
出处
期刊:Journal of Management [SAGE]
卷期号:: 014920632110405-014920632110405 被引量:6
标识
DOI:10.1177/01492063211040555
摘要

Competitive dynamics research has focused on studying whether rivals are able and likely to carry out competitive actions, typically by examining indirect reasons such as characteristics of the actions themselves, the firms involved, or the competitive context. We explore why rivals initiate a specific competitive action at a particular time and situation. Drawing from the philosophy of action literature, we introduce the concept of competitive rationales to examine the primary reasons that cause tactical actions. Given the rapid exchanges characterizing tactical competitive dynamics, we conducted an inductive, multicase study to explore the reasons behind over 800 discrete tactical decisions carried out by 9 professional basketball coaches during 15 basketball games. To garner insight, we develop a conceptual framework revealing their types and scope. Even during intense head-to-head rivalry, most rationales were not rivalrous but were instead organizational—to optimize resource use, strategic consistency, and reputation—or social—to manage relationships. Moreover, the three main types of rationales varied in scope, extending beyond immediate competitive situations and rivals to address longer term, strategic outcomes, and assorted stakeholders. Thus, our analysis reveals these rationales to be complex and potentially difficult for rivals to decipher. It also recasts each component of the dominant awareness-motivation-capability (AMC) model of rivalry, suggesting that awareness is challenged by subtle rationales, motivation drives not only action but also forbearance, and capability is both a requirement and product of action.
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