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Strategy As Action: Competitive Dynamics and Competitive Advantage

Author

Listed:
  • Grimm, Curtis M.

    (University of Maryland)

  • Lee, Hun

    (George Mason University)

  • Smith, Ken G.

    (University of Maryland)

Abstract

Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitve uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.

Suggested Citation

  • Grimm, Curtis M. & Lee, Hun & Smith, Ken G., 2005. "Strategy As Action: Competitive Dynamics and Competitive Advantage," OUP Catalogue, Oxford University Press, number 9780195161441.
    • Handle: RePEc:oxp:obooks:9780195161441
    as

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    Citations

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    Cited by:

    1. Joel Bigley, 2018. "Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning," Administrative Sciences, MDPI, vol. 8(3), pages 1-20, July.
    2. Tan, Kelvin Jui Keng & Zhou, Qing & Pan, Zheyao & Faff, Robert, 2021. "Business shocks and corporate leverage," Journal of Banking & Finance, Elsevier, vol. 131(C).
    3. Rajat Mishra & Randy Napier & Mahmut Yasar, 2019. "Do competitors respond to capacity changes? Evidence from U.S. manufacturers," Operations Management Research, Springer, vol. 12(3), pages 159-172, December.
    4. Dai, Jing & Montabon, Frank L. & Cantor, David E., 2015. "Reprint of “Linking rival and stakeholder pressure to green supply management: Mediating role of top management support”," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 74(C), pages 124-138.
    5. Jun-Zhi Chiu & Chao-Chen Hsieh, 2016. "The Impact of Restaurants’ Green Supply Chain Practices on Firm Performance," Sustainability, MDPI, vol. 8(1), pages 1-14, January.
    6. Lijun Xu & Yun Zhu & Chuanyang Ruan & Weijin Shi, 2021. "Excessive Ties in Entrepreneurship Can Hurt: How Excess Entrepreneurial Ties Bring Negative Effects to the Firm," SAGE Open, , vol. 11(2), pages 21582440211, June.
    7. Dai, Jing & Montabon, Frank L. & Cantor, David E., 2014. "Linking rival and stakeholder pressure to green supply management: Mediating role of top management support," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 71(C), pages 173-187.
    8. Agnihotri, Arpita, 2015. "How to avoid regulatory antitrust scrutiny: The behavioral defense," Business Horizons, Elsevier, vol. 58(4), pages 441-447.
    9. David Smith, 2007. "Defence contractors and diversification into the civil sector: Rolls-Royce, 1945-2005," Business History, Taylor & Francis Journals, vol. 49(5), pages 669-694.
    10. Brian L. Connelly & Laszlo Tihanyi & David J. Ketchen Jr & Christina Matz Carnes & Walter J. Ferrier, 2017. "Competitive repertoire complexity: Governance antecedents and performance outcomes," Strategic Management Journal, Wiley Blackwell, vol. 38(5), pages 1151-1173, May.
    11. Dmitry Khanin & Raj V. Mahto, 2013. "Do Venture Capitalists Have a Continuation Bias?," Journal of Entrepreneurship and Innovation in Emerging Economies, Entrepreneurship Development Institute of India, vol. 22(2), pages 203-222, September.

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