Schumpeter's ghost: Is hypercompetition making the best of times shorter?

Wiggins, Robert R.; Ruefli, Timothy W.

doi:10.1002/smj.492

Cited by 370 publications

(280 citation statements)

References 52 publications

Supporting

Mentioning

263

Contrasting

Unclassified

Order By: Relevance

“…For example, dynamic and aggressive rivals can erode the market share of industry leaders, eventually leading to their dethronement [20]. Wiggins and Ruefli [21] understand that prior research identifying firms with sustained competitive advantage can be achieved as a series of temporary advantages over time. It is possible that these temporary advantages are a result of decisions made by the firm that may ultimately make the firm capable of maintaining it's competitive advantage.…”

Section: Strategic Rigidity and Firm Performance Heterogeneity: Framementioning

confidence: 99%

Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms

Nisar

Ruíz

Palacios³

2013

Renewable and Sustainable Energy Reviews

View full text Add to dashboard Cite

This paper examines the implications of strategic rigidness for technology adoption behaviours among electric utilities. Such behaviours lead to heterogeneity in firm performance and consequently affect the electric utility industry. The paper's central aim is to identify and describe the implications of strategic rigidness for a utility firm's decision making in adopting newer renewable energy technologies. The findings indicate that not all utility firms are keen to adopt these new technologies, as these firms have traditionally been operating efficiently with a more conventional and mature technological arrangement that has become embedded in the organisational routine. Case studies of Iberdrola S.A. and Enel S.p.A. as major electric utilities are detailed to document mergers and acquisitions and technology adoption decisions. The results indicate that technology adoption behaviours vary widely across utility firms with different organisational learning processes and core capabilities.

show abstract

Section: Strategic Rigidity and Firm Performance Heterogeneity: Framementioning

confidence: 99%

Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms

Nisar

Ruíz

Palacios³

2013

Renewable and Sustainable Energy Reviews

View full text Add to dashboard Cite

show abstract

“…The ubiquitous availability of information technology and the widespread digitalization of our society has led to an increase in market balancing speed and created a hyper reactive, highly competitive business environment. Some scholars argue, though not undisputed [21], that sustained competitive advantage may no longer achievable in more and more markets and should therefore not be driving organizational strategies, but organizations should rather strive to be agile to compete better in such times of hypercompetition [8,22,30]. The technological advancement of society has thus not only led to an increase in innovation opportunities but at the same requires firms to continuously engage in such radical, disruptive changes in order to survive on the market.…”

Section: Digital Innovation and Identitymentioning

confidence: 99%

Digital Innovation and the Becoming of an Organizational Identity

Obwegeser

Bauer

2016

HCI in Business, Government, and Organizations: eCommerce and Innovation

View full text Add to dashboard Cite

“…In an industry with high barriers to entry, such as the mobile phone industry, a higher level of 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 industry concentration usually results in lower level of competition intensity because rivals with the largest market share are more likely to collude on their marketing strategies (Waldman & Jensen, 2012;Wiggins & Ruefli, 2005). We therefore control for industry concentration by using the cumulative market share of the four largest UK handset vendors as a measure.…”

Section: Industry Concentration Research In Industrial Organization mentioning

confidence: 99%

Red Queen Competitive Imitation in the UK Mobile Phone Industry

Giachetti

Lampel

Pira

2015

AMPROC

View full text Add to dashboard Cite

RED QUEEN COMPETITIVE IMITATION IN THE UK MOBILE PHONE INDUSTRYThis paper uses Red Queen competition theory to examine competitive imitation. We conceptualize imitative actions by a focal firm and their rivals along two dimensions: imitation scope, which describes the extent to which a firm imitates a wide range (as opposed to a narrow range) of new product technologies introduced by rivals, and imitation speed, namely the pace at which it imitates these technologies. We argue that focal firm imitation scope and imitation speed drive performance, as well as imitation scope and speed decisions by rivals, which in turn influence the focal firm performance. We also argue that the impact of this self-reinforcing Red Queen process on firms' actions and performance is contingent on levels of product technology heterogeneitydefined as the extent to which the industry has multiple designs resulting in product variety. We test our hypotheses using imitative actions by mobile phone vendors and their sales performance in the UK from 1997 to 2008. (Levitt, 1966: 38). INTRODUCTION "Once we become self-consciously aware that the possibilities of innovation within any one company are in some important ways limited, we quickly see that each organization is compelled by competition to look to imitation as one of its survival and growth strategies"The emergence of what has often been referred to as the "new economy" has greatly expanded research on the power of technological innovation to create competitive dynamics that can reshape industries (Baumol, 2004;Teece, 1998). While the focus on innovation as the engine of industry evolution reflects both the potential gains that accrue to first-movers (Lieberman & Montgomery, 1988), and the dramatic impact of disruptive technologies on the competitive landscape (Christensen & Bower, 1996), it inadvertently tends to eclipse the importance of imitation as an agent of change. Researchers that take a broader perspective see imitation as the twin process to innovation that, arguably like innovation, also plays a role in industry evolution in all contexts (Cohen & Levinthal, 1989;Levitt, 1966;Semadeni & Anderson, 2010), but takes on even greater significance in the rapidly changing technologyintensive industries that constitute the new economy. As Baumol (2004) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 technology -even if the technology is created by others -then its rivals can easily take the lead and make disastrous inroads into the slower firm's sales" (Baumol 2004: 246-247).Formulating an effective imitation strategy is a problem that confronts managers in any industry (Lieberman & Asaba, 2006), but in industries with rapid technological change the problem is compounded by higher levels of uncertainty about the market performance of new product technologies (Utterback & Suarez, 1993). This "technologic...

show abstract

Schumpeter's ghost: Is hypercompetition making the best of times shorter?

Cited by 370 publications

References 52 publications

Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms

Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms

Digital Innovation and the Becoming of an Organizational Identity

Red Queen Competitive Imitation in the UK Mobile Phone Industry

Contact Info

Product

Resources

About