A meta-analytic review of competitive aggressiveness research

Hughes-Morgan, Margaret; Kolev, Kalin; McNamara, Gerry

doi:10.1016/j.jbusres.2017.10.053

Cited by 46 publications

(36 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The willingness of companies to invest resources in high-risk, high-return projects will have the advantage of increasing resources. Hughes-Morgan et al (2018) and Kljucnikov et al (2016) agree with our conclusion of competitive aggressiveness and state that the organisation that shows aggressive behaviour in the market can compete with their counterparts. Hypotheses H1b and H1d consider two dimensions of EO -i.e.…”

Section: Discussionsupporting

confidence: 87%

“…However, some studies speculate that there is a relationship between competitive aggressiveness and organisational performance -especially internationally -and this dimension still exists and is considered an active element of EO (Yu et al, 2019;Kuivalainen et al, 2010). In a meta-analysis on competitive aggressiveness with regard to firm performance, Hughes-Morgan, Kolev, and Mcnamara (2018) find that there is a positive correlation among these variables. Another study by Kljucnikov, Belas, and Smrcka (2016) discover that majority of entrepreneurs seeing their behaviour as non-aggressive.…”

Section: Competitive Aggressiveness and Firm Performancementioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial orientation dimension affects firm performance: A perspective from the Malaysian furniture industry

Akbar¹,

Khan²,

Wadood³

et al. 2020

EBER

View full text Add to dashboard Cite

Section: Discussionsupporting

confidence: 87%

Section: Competitive Aggressiveness and Firm Performancementioning

confidence: 99%

Entrepreneurial orientation dimension affects firm performance: A perspective from the Malaysian furniture industry

Akbar¹,

Khan²,

Wadood³

et al. 2020

EBER

View full text Add to dashboard Cite

“…The AMC model has been the prevalent framework for enriching understanding about CD in general as well as the three widely used dimensions of competitive actions—complexity, heterogeneity, and volume (Chen & Miller, 1994, 2012; Chen et al, 2007; Hughes-Morgan et al, 2018; Uhlenbruck et al, 2017). Given calls to analyze how micro factors, especially corporate governance characteristics, drive competitive actions (Chen & Miller, 2012), we view the AMC model as an appropriate theoretical framework for examining how female board members affect the competitive repertoire of the firm.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Although past research has examined various firm and managerial antecedents of competitive actions, it has overlooked the role of board gender composition on these actions. Thus, our study responds to calls for investigation of how gender within the board of directors influences the competitive repertoire of firms (Hughes-Morgan, Kolev, & McNamara, 2018). Employing the “Awareness-Motivation-Capability (AMC)” model that has been widely used in CD analysis (Chen et al, 2007; Hughes-Morgan et al, 2018; Uhlenbruck, Hughes-Morgan, Hitt, Ferrier, & Brymer, 2017), we examine how female board members influence (a) the board’s awareness of competitive actions, (b) the board’s motivation to engage in competitive actions, and (c) the board’s capability to drive competitive actions.…”

mentioning

confidence: 95%

“…Thus, our study responds to calls for investigation of how gender within the board of directors influences the competitive repertoire of firms (Hughes-Morgan, Kolev, & McNamara, 2018). Employing the “Awareness-Motivation-Capability (AMC)” model that has been widely used in CD analysis (Chen et al, 2007; Hughes-Morgan et al, 2018; Uhlenbruck, Hughes-Morgan, Hitt, Ferrier, & Brymer, 2017), we examine how female board members influence (a) the board’s awareness of competitive actions, (b) the board’s motivation to engage in competitive actions, and (c) the board’s capability to drive competitive actions. The AMC model has been a linchpin for understanding how the perceptions, opinions, and capabilities of corporate leaders shape competitive patterns of actions (Chen & Miller, 2012).…”

mentioning

confidence: 95%

See 1 more Smart Citation

The Role of Female Directors in the Boardroom: Examining Their Impact on Competitive Dynamics

2019

Self Cite

View full text Add to dashboard Cite

This study contributes simultaneously to research on women board members and competitive dynamics by investigating two unresolved research questions: What is the effect of female directors on the firm’s competitive repertoire? Under what conditions is this effect more pronounced? Leveraging the “Awareness-Motivation-Capability” (AMC) framework, we predict that having women on the board of directors should impact the complexity, heterogeneity, and volume of the firm’s competitive moves. Relying upon a sample of U.S. pharmaceutical firms for the years 2000 to 2017, we find that adding female directors on the board positively affects the complexity and volume of a firm’s competitive moves, but negatively impacts the heterogeneity of competitive actions. In addition, the presence of a female CEO moderates these effects, leading to more complex competitive actions and increased volume. Thus, our study lends a greater understanding of how female board members influence competitive dynamics and shape the strategic direction of the firm.

show abstract

How the country context shapes firms' competitive repertoire complexity

Steinberg

Hennig

Oehmichen

et al. 2022

Global Strategy Journal

View full text Add to dashboard Cite

Research SummaryRecent research has shown that firms' ability to employ complex competitive repertoires can create long‐term competitive advantages. Since research on its determinants has focused on the firm level, we lack an understanding of how country‐level factors impact firms' implementation of complex competitive repertoires. Our cross‐country study addresses this gap by integrating a model of country‐level competitiveness factors with insights from the literature on competitive dynamics and portable governance. We argue that a country context with high‐quality competitiveness factors enables firms to implement complex competitive repertoires. In addition, we hypothesize that firms with foreign investors from countries with high‐quality competitiveness factors can partially compensate for low‐quality factors in firms' domestic context. We found support for our hypotheses in an unbalanced sample containing 1,340 firms from 32 countries.Managerial SummaryEmploying complex competitive repertoires (i.e., diverse and dynamic arrays of competitive actions), such as price reductions or new product introductions, can help firms outcompete their competition. We argue and empirically show that firms' domestic country context, specifically high‐quality governance, factor and demand conditions, related and supporting industries, and strong context for rivalry drive their ability to implement complex repertoires. Moreover, we find that ownership by foreign investors from favorable country backgrounds can partly compensate for firms' weak conditions at home by serving as enabling bridges. Managers who aim to improve their firms' repertoire complexity but are restricted by their domestic country context may consider attracting foreign investors from countries that have what their countries lack.

show abstract

A meta-analytic review of competitive aggressiveness research

Cited by 46 publications

References 75 publications

Entrepreneurial orientation dimension affects firm performance: A perspective from the Malaysian furniture industry

Entrepreneurial orientation dimension affects firm performance: A perspective from the Malaysian furniture industry

The Role of Female Directors in the Boardroom: Examining Their Impact on Competitive Dynamics

How the country context shapes firms' competitive repertoire complexity

Contact Info

Product

Resources

About