Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Dagnino, Giovanni Battista; Picone, Pasquale Massimo; Ferrigno, Giulio

doi:10.1111/ijmr.12242

Cited by 77 publications

(66 citation statements)

References 338 publications

(442 reference statements)

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“…Using the resource-based view recent empirical studies have applied the TCA framework to reveal the temporary nature of resource advantages, and they have highlighted the importance of acquiring new resources (Dagnino et al, 2008(Dagnino et al, , 2020Huang et al, 2015;Li and Liu, 2014). Firms can achieve SCA if they have resources that are valuable, rare, imperfectly imitable and irreplaceable, and they can achieve TCA if their resources are only valuable and rare.…”

Section: Tca Framework and Environmental Dynamicsmentioning

confidence: 99%

“…In the era of increasingly complex and rapid technological innovation, firms find it difficult to maintain sustainable competitive advantage (SCA) (Dagnino et al, 2020); hence, they conduct extensive scientific collaborations with external organizations to obtain new scientific and technological knowledge (Huang et al, 2015;Li and Liu, 2014;Klein et al, 2020). In particular, they collaborate with universities and research institutions (URIs) to develop advanced industrial technologies (Lin, 2019;Petruzzelli and Murgia, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Scientific collaboration networks and firm innovation: the contingent impact of a dynamic environment

Yang

Zhang

Zeng

2021

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PurposeThe environment in high-tech industries is highly dynamic, and after COVID-19, it has become even more unpredictable. Hence, it has become critical for firms to develop strategies to cope with a highly dynamic environment. This paper aims to analyze how the impact of the scientific collaboration networks with URIs (universities and research institutes) on firm innovation performance is contingent on technological and market dynamics.Design/methodology/approachUsing a sample of 174 Chinese firms in the new-energy vehicle industry during 2004–2015, the authors applied a random-effects negative binomial modeling approach to model these relationships.FindingsA broad and strong scientific collaboration network promotes firm innovation network effects are contingent on technological and market dynamics. While technological dynamics strengthen the effect market dynamics weaken it due to the different purposes of collaboration for firms and URIs.Practical implicationsFirms should adjust the structure of scientific collaboration networks with URIs when facing different environments. The government should encourage firms to jointly research with diverse URIs and play an active role in stabilizing market environments.Originality/valueThis study contributes to the academic debate on university-industry scientific collaborations. Applying the temporary competitive advantage (TCA) framework, we provide nuances to the literature that studies the factors that condition the effects of networks. This study also adds to the research on firm scientific collaboration networks by measuring networks based on the coauthorship between firms and URIs.

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Section: Tca Framework and Environmental Dynamicsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Scientific collaboration networks and firm innovation: the contingent impact of a dynamic environment

Yang

Zhang

Zeng

2021

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“…Since the firm’s competitive environment has become more global, uncertain, and aggressive, firms need to constantly enhance their knowledge base in order to perform well (Dagnino et al, 2021). To tackle this need, firms usually take advantage of their competencies in familiar and consolidated technological knowledge (Kuo et al, 2019) to exploit their knowledge and offer new products or services (Peeters and Martin, 2017).…”

Section: Linking Purpose‐led Approaches To Randd Management Literature In Relation To Health Emergencies Response: a Conceptual Frameworkmentioning

confidence: 99%

Innovating and transforming during COVID‐19: insights from Italian firms

Ferrigno

Cucino

2021

R & D Management

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During the COVID‐19 pandemic, a huge number of firms had to stop their activities due to the lockdown situation that has been decided in most countries. However, to contribute to the many emergencies caused by the pandemic through purpose‐led actions, many of those firms have reacted with innovative projects and changes in their manufacturing activities. In this paper, we address why and how these efforts have been implemented and how the situation of these firms evolved after the peak of the health crisis. Drawing on the literature about the purpose and R&D/innovation management concerning health emergency, we develop a conceptual framework to understand how different types of purpose‐led actions (i.e., short term and/or long term) and different R&D management strategies (i.e., exploitation or exploration of R&D, innovation, and manufacturing competencies) can characterize firms’ rapid response for the benefit of the community in the fight against COVID‐19, for example through the provision of medical equipment or other products and services. We validate the framework using the cases of 21 Italian firms which have taken very fast actions during the peak of the COVID‐19 emergency.

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“…Although definitions differ across studies, as shown in --------------Table 1 about here --------------Temporary advantage. The most frequently identified dimension is temporary competitive advantage (for a recent review of the literature on temporary advantages see Dagnino et al (2020)). In the theory of hypercompetition, D'Aveni (1994) questions the well-known view of sustainable competitive advantages and argues that "today's strengths become tomorrow's weaknesses so quickly that sustaining advantages is nearly impossible" (1994: p. 6), as the environment constantly changes.…”

Section: Research On Hypercompetition: Emergence Of the Fieldmentioning

confidence: 99%

Hypercompetition: a review and agenda for future research

Lindskov

2021

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Purpose The purpose of this study is to review and understand the dimensionality of hypercompetition, factors causing a hypercompetitive environment and the consequences of hypercompetition on markets. Thereby, the purpose of the study is to cover the main contributors in the research field of hypercompetition and explore their findings and different views on hypercompetition. Design/methodology/approach Systematically review 131 conceptual and empirical studies published or presented at a conference in the past 25 years, with the focus on the definitions, causes and consequences (or presumed effects) of hypercompetition. In the paper, I follow the well-known systematic literature review method by Tranfield et al. (2003). Findings The contribution of the study is to advance the knowledge of researchers and managers, in such a way that it becomes easier for them to select relevant variables to measure hypercompetition and identify strategies for gaining temporary competitive advantages in hypercompetitive environments. The construct of hypercompetition required a consolidation of commonalities in the definitions and characteristics used by scholars, to ensure that proper assumptions and variables are being used to measure hypercompetition in future research. Several ways to measure the effects of hypercompetition on firms, industries and individuals have been proposed, but the field still lacks of a clear definition on how to directly measure the construct. Practical implications In this paper, I highlight three managerial implications of hypercompetition as follows: action-based strategy, the determinants of hypercompetition and the importance for managers of accurately establishing their firm’s competitive situation. Originality/value Previous reviews in the area have either focussed on specific components or effects of hypercompetition. The present study collectively takes into consideration the definitions, causes and consequences of hypercompetition on firms, industries and individuals. The contribution of the paper is to indicate future opportunities and challenges within research on hypercompetition.

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Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

Cited by 77 publications

References 338 publications

Scientific collaboration networks and firm innovation: the contingent impact of a dynamic environment

Scientific collaboration networks and firm innovation: the contingent impact of a dynamic environment

Innovating and transforming during COVID‐19: insights from Italian firms

Hypercompetition: a review and agenda for future research

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